Maki Hsieh: Redefining Leadership, Identity, and Cultural Impact

• Maki Hsieh’s upbringing in a world of high expectations shaped her resilience, but losing everything taught her the true meaning of value.
• Asian Hall of Fame’s CEO Maki Hsieh has expanded its mission to promote global recognition and support for women in tech and the arts.
• Her advice to young professionals: know who you are and be guided by your higher good.

1. How did your upbringing shape your perspective on life?

I was born into an international family from Taipei and Tokyo. My mother was the first Japanese woman to become a full-time tenured professor at National Taiwan University, and she represented the Taiwanese government as a translator for the United Nations and World Health Organization. Because of her diplomatic connections, the brother-in-law of Taiwan’s president became my godfather. My family always placed a strong emphasis on civic service and upholding the family’s stature in society.

My father grew up extremely poor in Taiwan, but he overcame tremendous obstacles to become one of Japan’s top financiers. He opened the first Chinese-owned bank in Tokyo and invested in heavy industries such as shrimp factories in Thailand, pearl technology in Japan, lumber industry in Burma. So I had a really special upbringing where on one side, there was finance and entrepreneurship from my father and on the other, academia and cultural diplomacy from my mother.

Because I had a strong aptitude for performance and language, my family designated my role as a cultural bridge between Japan, Taiwan, and America. My entire upbringing was shaped by this role. I didn’t have what most people would call a “normal” childhood. But I appreciate that my family’s investment in my potential gave me access to amazing opportunities that shaped my future.

2. What experiences led you to redefine your sense of value and identity?

When I was 5 years old, my father made some really bad investments and he owed a lot of money to organized crime. This forced my mother to quickly move us out of our Embassy Row mansion into government projects. There was no air conditioning, it was roach infested, I slept in the laundry room. Lunch was one slice of bread and one slice of beef bologna folded in half. Dinner was pork bone soup five times a week, because pork bone was free at the meat market. 

Despite this, my mother worked three teaching jobs to keep us in private American school with lessons in ballet, music, sports. I once asked her why she worked so hard when we had nothing and she said, “Because I know your father will be ok one day. When that time comes, it will be too late for you to learn.” 

During those difficult years, I saw firsthand how people treated my mother differently after she lost her social status. Once her friend asked her to come by and pick up dresses that no longer fit her daughter. When we rang the doorbell, the housekeeper told us to go around the back. There were three black garbage bags with beautiful dresses, just tossed on the street for my mother to pick up.

As my mother drove back home, she wasn’t angry or sad, she had this little smile because it turns out that my father transacted a huge real estate deal in Tokyo that was going to put us back on the map. This friend just didn’t know it yet and later when the news broke, she was all smiles at the charity gala. 

This experience shaped how I perceive value in people. I saw that society and even so-called friends categorize people based on money. My childhood made me realize that people should be valued more importantly for their integrity and intention. That’s what drives me today: to value people for their truth and potential, not their fame and fortune that may rise and fall.

3. You’ve worked in traditionally male-dominated industries. How did you adapt to those environments?

I love solving problems and I’m attracted to power so I chose to work in male-dominated industries to understand how to adjust in different environments. I remember being on a deal team for a $1.1 billion transaction. One of my male colleagues mentioned missing his son’s baseball game, and everyone said, “Wow, you’re such a great dad.” I said I was missing my daughter’s musical, and everyone said, “Why are you working? Who’s watching your daughter?” That moment made me realize that in most places of power, a woman talking about family may lower her value and is not always the best way to connect  in the workplace.

In the U.S., business is built on connection, and people need a reason to engage with you and like you before they work with you. In most industries, men bond over drinks, golf, other social activities. I had to find another way to establish connection. For me, that was music. When my company featured my opera achievements, suddenly executives had a natural and accessible way to talk to me and share their stories which led to more opportunities.

I learned that adjusting doesn’t mean changing who you are, it means recognizing how people engage and making sure they see your value in a way that resonates with them.

4. What advice would you give to women trying to establish their value in the workplace?

Women often think their work alone should be enough, but I’ve learned that people need to see your value in ways they understand. It’s not just about doing a good job, it’s about how you position yourself so that others recognize your contributions.

Women sometimes hesitate to showcase what makes them unique. I once met a top software engineer who was also a ballroom dancer. She dismissed it as just a hobby, but I told her it wasn’t. If people remember her as the engineer who’s also a great dancer, it makes her more memorable when teams are being formed.

We have to own our strengths and use them strategically. When my opera background was highlighted, it changed how executives interacted with me. For someone else, it might be sports, travel, or a niche expertise.

At the end of the day, establishing value isn’t just about working hard. It’s about making sure people see what makes you different and why you bring something special to the table. That’s how you create opportunities and long-term success.

5. What has been the most rewarding aspect of your role since becoming Chief Executive of the Robert Chinn Foundation?

Before this role, I was behind the scenes in my corporate career, prepping CEOs for earnings announcements, media presentations and board meetings. In this position, I became the primary spokesperson for the brand. At first, it was overwhelming standing in front of the cameras with 20 microphones in my face. But I learned how to distill responses into messages that stakeholders need to hear. I was happy to learn how I could best represent the brand to different audiences.

Another rewarding part has been bringing families together. The founding philanthropy Robert Chinn Foundation is a six-generation family charity and I helped bridge generational gaps by developing a fellowship program that also included neurodivergent individuals. Through this new program, we were able to create a safe space for conversations about neurodivergence in the workplace. Overcoming multigenerational trauma and driving the organization forward is the most meaningful part of this role to me.

6. What’s one of the hardest skills to learn when moving up as a leader?

Learning how to be political. For someone like me who’s naturally direct, that was a challenge. If you ask me a question, I’ll give you a straight answer and probably throw in a personal story. But in a leadership position, you have to choose words carefully because everything becomes political.

The best way to approach politics is to always focus on your ultimate goal: What do I hope to accomplish in this situation with this project, this person, this stakeholder? What am I hoping to achieve with this conversation?

That mindset helps you focus on the result rather than getting caught up in the emotional stress. This applies to everything in life, even with family. Women can struggle with this because we tend to go directly to people, whereas men are better at getting buy-in first. That’s an important skill – understanding how to build consensus before making a move.

7. What are some accomplishments or projects at the Asian Hall of Fame that have been particularly meaningful to you?

A significant milestone was transforming the Asian Hall of Fame from a Seattle-based dinner into a standalone charitable organization. Initially, it was a program under the Robert Chinn Foundation, but we successfully spun it off as a 501(c)(3) public charity with its own structure, programming, and vision. We are planning to open a physical center in two years, expand our initiatives, and stream content that reaches millions of households.

Despite having a limited budget – our total operating budget being only $1.5 million – we secured 10.3 billion media impressions last year without the massive PR spend that most organizations rely on. Such achievement is never singular. It carries with it history, culture and pride. Asian history has often been rewritten and undervalued. Our work at the Asian Hall of Fame ensures that recognition is not just about individual success but also about reshaping the narrative for future generations.

8. How did you influence the growth of the Asian Hall of Fame as both an Asian and a woman?

When I started the process of developing the Asian Hall of Fame into a public charity, I asked a fundamental question: If we had $100 million, what would we do with it? Hall of Fames exist to preserve legacies, and I needed to understand what our community truly needed.

I worked with the board to push for a broader representation of Asians beyond just Asian Americans. There are 4 billion Asians worldwide, and millions of Indigenous Asians have been left out of the conversation. I educated the board on why representation couldn’t just be about corporate success or profit; it had to show a complete picture of what being Asian means.

I sent a survey to our inductees and stakeholders, and one of the strongest messages from our community was that Asian women needed more visibility. Their stories weren’t being told, and they sometimes lacked guidance in balancing traditional and modern expectations. This is why we launched Women In Tech, Entertainment & Sports, and just last week, we welcomed Women Investing In Nurses, a volunteer group that has been around for 13 years and has now joined forces with our Hall of Fame family.

When someone is inducted into the Asian Hall of Fame, their value skyrockets along with their legacy and longevity. I also see it happening with my team. Some are getting paid training, others are getting scholarships, or career opportunities. Helping people and communities increase in value really excites me.

Today, the Asian Hall of Fame has a unified voice advocating for women, trauma awareness, and legacy. We are reshaping the narrative of what it means to be Asian and a woman in today’s world.

9. What advice would you give to young people who want to make a change?

It’s challenging to be young today. By young, I don’t mean teenagers. I feel that anyone under 40 is young.

The job industry is fragile. Tech is laying off people. Finance is shifting, even careers in medicine are getting more expensive. Jobs that once felt safe are disappearing. Women feel the need to plan out everything. We try to organize our entire lives. But the reality is, you can plan all you want, and suddenly the world shifts. Jobs vanish, opportunities change.

The most important thing to keep in mind is to serve your highest good. No matter what happens in life, if your highest good is your sole intention, you will be successful and find prosperity, pride, and purpose.

This intention to serve starts with one question: Who am I? Who are you, really, beyond what your parents want, your children need or society expects. Once you know the answer to this question, then you can use it as a launching pad to pursue your highest good. Focus on your highest good. And everything else will fall into place.

10. What is one way young people can align their lives with their highest good?

Your highest good should always be your sole intention, but experience is important, too. You have to be patient. Timing is everything. You can’t just wake up one day and declare, “I’m quitting everything and moving to Greenland!” There’s wisdom in waiting for the right moment.

One of the best exercises I ever learned was at Disney’s executive coaching platform. They asked us: If you had unlimited resources, what would your perfect day look like? Not a perfect life, not a dream job, just one perfect day, within the limits of today’s technology and science?

It took me two weeks to write down my perfect day. When I finally did, I printed it out and taped it inside my closet. Every morning when I opened the door, I saw my vision. One by one, those things started coming true. If your intention is in the right place, life will unfold in the right way.

But let’s be honest: Hardship is inevitable. Nobody reaches their highest good without going through difficulties, even poverty, war, or illness. Those challenges test you, shape you, and force you to define who you are. If your highest good is your guiding intention, you will always make the right decision.

11. How do you unwind after a stressful day at work?

I don’t distinguish between work and after work. Work is interesting because I feel like I’m getting paid to learn. I’m always learning new things: new lingo, new industries, even now with all the conversations happening about AI.

I’d rather produce a show than watch one. Being a spectator is stressful so for me, unwinding means staying active. I love going to rock concerts, festivals, sports games—events where I can move, grab a snack, talk to people, even work on my phone while I’m there.

I prefer environments where I can engage with what’s happening while still having the freedom to move. That’s how I relax, by staying connected to what excites me.

Maki Hsieh’s journey reflects resilience, adaptability, and a commitment to meaningful leadership. From navigating obstacles to reshaping Asian Hall of Fame’s influence, she has consistently challenged norms and championed underrepresented voices. Her work bridges cultural gaps, expands opportunities for women and neurodivergent individuals, and fosters lasting change. Through her leadership, Maki works to empower future generations to recognize their worth, embrace their unique strengths, and create impact in their own special way.