Jessica Ham
Women’s History Month Leadership Series
This Women’s History Month, we’re proud to spotlight the voices of women leaders in our community who are shaping workplaces, building teams, and making a lasting impact.
We invited a group of female leaders to partner with us and share their personal leadership journeys: how they got started, the lessons they’ve learned along the way, and the advice they would offer to the next generation of women in leadership.
Each story offers a unique perspective, but together they highlight a common theme: leadership isn’t one-size-fits-all. It’s built through experience, resilience, and a commitment to lifting others up along the way.
As part of our Women’s History Month Leadership Series, we’re continuing the conversation with Jessica Ham’s story. Jessica serves as the Director of Human Resources & Employee Development at SERVPRO.
Through her experience in service-driven organizations, Jessica shares how her understanding of leadership has evolved, from individual performance to empowering others, and the lessons she’s learned about building strong teams, trusting your voice, and creating meaningful impact through people.
Hear Jessica's Leadership Journey:
My career has largely been centered around service-based construction and construction-adjacent businesses. The organizations I’ve worked with have focused on providing a service for customers, which requires a different mindset than many other industries. Success in these environments depends heavily on people—teams that can respond quickly, solve problems, and support customers during what are often very stressful situations. In service-driven businesses especially, employees are the ones delivering the experience that customers remember. Because of that, I’ve always believed that organizations should place just as much focus on supporting their employees as they do their customers.
Early in my career, I was presented with an opportunity to step into a leadership role. To be honest, the idea was intimidating at the time. I had always focused on performing well as an individual contributor, and the thought of being responsible for leading others felt like a big leap. What made the difference was a phenomenal leader who believed in me and encouraged me to take that step. They challenged me to think beyond the impact I could make individually and instead consider the broader impact I could have by supporting and developing others. That moment shifted my perspective on what leadership could be and ultimately shaped the direction of my career.
One of the biggest lessons I’ve learned along the way is that becoming a leader often means letting go of the idea that you need to be the “best” at everything. Early in my career, success was measured by personal performance—being the person who could solve the problem the fastest, complete the work the most efficiently, or provide the right answer. But as I stepped into leadership roles, I realized that leadership isn’t about being the top individual contributor anymore. Instead, it’s about creating an environment where others can succeed.
That shift requires a different mindset. Rather than focusing on being the person with all the answers, leadership becomes about helping others find their own solutions, develop their confidence, and grow their skills. It’s about inspiring people to be the best version of themselves and giving them the tools and support they need to get there. Learning to step back, trust your team, and invest in their development can be challenging—especially for people who are used to driving results personally—but it is also one of the most rewarding aspects of leadership. Seeing someone grow, take ownership, and succeed in ways they may not have believed possible is incredibly fulfilling.
Along the way, I’ve also learned some lessons I wish I had known earlier in my career. The first is not to underestimate your voice. Early on, I often found myself in rooms with people who were further along in their careers, and I sometimes questioned whether my perspective added value. Over time, I realized that preparation, insight, and a willingness to contribute matter far more than tenure. When you take the time to understand the business and come prepared, your voice absolutely belongs at the table.
The second lesson is to be comfortable not having all the answers. Strong leadership isn’t about solving every problem yourself—it’s about building a team of talented individuals who bring different strengths and expertise to the table. Developing specialists and subject matter experts within a team not only strengthens the organization, but it also empowers individuals to grow into their full potential.
Finally, I’ve learned the importance of investing in relationships and trust. The most effective organizations are built on strong relationships, and when people feel supported, respected, and valued, they are far more likely to thrive.
My understanding of leadership has evolved significantly over the years. Early on, I thought leadership meant being the person in charge—the one responsible for making decisions and directing others. Over time, I realized there is a meaningful difference between someone who manages people and someone who truly leads them. When I reflect on some of the strongest leaders I’ve worked with, they all shared similar qualities: they pushed me beyond my comfort zone—even when I didn’t appreciate it in the moment—told me the hard truths when needed, listened carefully, and genuinely invested in my growth.
Those experiences shaped how I view leadership today. Leadership isn’t about being the best individual performer anymore; it’s about being the best for the people you lead and creating an environment where they can grow and succeed. As a woman in a professional environment, I’ve also come to appreciate the importance of leading with authenticity. Leadership doesn’t have to look one specific way. The most effective leaders bring their own perspectives, strengths, and values to the table—and use those to support and develop the people around them.
Leadership isn’t about standing at the front of the room—it’s about creating the conditions where others can step forward and succeed.
SERVPRO team celebrating 40 years in the business
Jessica’s journey reminds us that leadership isn’t about being the best at everything, it’s about creating environments where others can succeed. Her story highlights the power of trust, collaboration, and investing in the growth of those around you.
Stay tuned for the next story in our Women’s History Month Leadership Series.
About the Author:
Jessica Ham is the Director of Human Resources & Employee Development for SERVPRO Team Bahen, 
supporting multiple SERVPRO franchises across the state of Virginia. In her role, she oversees HR strategy, employee development initiatives, and workforce programs that support operational growth. The franchises she supports have been the recipients of several Top Workplace awards, reflecting a strong commitment to employee engagement and organizational culture. Jessica works closely with leadership teams to build people-focused practices that develop leaders, strengthen culture, and empower employees to succeed. She is passionate about helping organizations recognize the direct connection between investing in their employees and delivering exceptional service to customers.
Learn more about Jessica Ham »