Sylvia Flores

Sylvia Flores

Human Resources Director

Sylvia is a passionate leader with strategic focus on succession planning, leadership development, and organizational growth. She believes an organization’s greatest strength is its people and has dedicated her career to helping them succeed.

As HR Director, Sylvia leads all aspects of talent acquisition, training and retention. She is committed to strengthening the unique culture of the Cable Dahmer organization, ensuring its future success by focusing on its most valuable asset: its employees.

Sylvia holds a BBA in Marketing from the University of Texas and is a SHRM-SCP certified professional. She joined Cable Dahmer in 2004, initially focusing on marketing and community development before transitioning to her current role.

Sylvia and her husband, Ismael, have been married for 48 years. They have lived in Lees Summit, MO for 21 years. They have two grown sons, (Guillermo and Chris) and two grandchildren, (Logan and London).

How do you bring core values into your role?

I believe it is about integrating them into our daily actions and leadership style. It’s not just about talking about them. It’s about living them. Lead by example. This is the most powerful way to bring core values to life by embodying them yourself. When your team sees you consistently making decisions and interacting with others in a way that reflects the values, it makes those values tangible and real. Make decisions based on values. When faced with a difficult choice, I ask myself, which value should guide your decision. If “integrity” is one of my values, then I choose the option that is most honest and ethical, even if it is not the easiest.

What are you doing to attract, grow, and keep culture-fit high performers?

Great teams are built on shared values. We look for more than just a resume, we look for individuals who have a natural drive for continuous learning, a strong work ethic, and a desire to make a meaningful difference. When we hire people who already align with these principles, we are not just filling a seat; we are bringing someone who will be a natural fit, ready to grow with the company from day one. Once on board, the focus shifts to development. High performers are hungry for growth. This is where we can mentor or coach to guide them, not just manage them. We must support them with clear goals and then giving them specific feedback to help elevate their performance and career. To keep them, we must build a positive and engaging work environment where they feel energized. It’s about cultivating a culture of trust and support where everyone feels valued, respected and safe enough to bring their whole selves to work.

How do we build a system where every leader builds more leaders?

 It starts with us. Leaders must model the behavior they expect—accountability, curiosity, and commitment to others’ growth. We identify leadership potential through key traits: ownership, collaboration, problem-solving, and passion. We then provide stretch assignments, leadership development programs, mentorship, and cross-functional projects. These experiences build confidence and capability. When development is intentional and embedded in daily work, leadership becomes a shared responsibility—creating a culture where leaders grow leaders.