Sunday Conversation with Dr. Lakeita Arrington-Judkins President, ULRVYP (Urban League of the River Valley Young Professionals)| Leaders of Tomorrow

Q: Who is Dr. Lakeita Arrington-Judkins, and what life experiences shaped your passion for service and leadership?

Judkins: My passion for service and leadership was shaped by a combination of lived experience, responsibility, and proximity to real community needs. Being deeply connected to the community taught me early on that leadership is not about position, it is about responsibility. I witnessed firsthand how systemic barriers impact families, particularly those navigating poverty, incarceration, and limited access to resources. Those experiences made the gaps in support impossible to ignore and planted the seed for a commitment to service.

Working directly with individuals returning home after incarceration further solidified that passion. Walking alongside people during some of the most vulnerable transitions of their lives showed me how powerful advocacy, consistency, and compassion can be. Seeing someone move from survival to stability reinforced my belief that leadership means standing in the gap and using influence to create pathways where none existed.

My work supporting veterans and civilians experiencing suicidal ideation also shaped my leadership approach. Those moments required presence, humility, and courage, reminding me that service is often quiet, urgent, and deeply human. Combined with balancing professional responsibilities, community involvement, and motherhood, these life experiences taught me resilience, empathy, and accountability. They shaped a leadership style grounded in service, equity, and the belief that when people are supported with intention, transformation is possible.

Q: What was the moment you realized that community work—especially through the Urban League—was part of your calling?

Judkins: The moment I realized community work, especially through the Urban League, was part of my calling didn’t come as a single flash of insight; it unfolded through lived experience. Working with individuals returning home after incarceration changed me. Sitting across from men and women who were determined to rebuild their lives but faced barriers at every turn, housing, employment, stigma, and fractured family relationships made the purpose crystal clear. When I saw how consistent support, advocacy, and dignity-centered services could shift someone’s trajectory, I understood that this work wasn’t just something I did well; it was something I was meant to do. Watching confidence return, goals take shape, and hope replace survival mode affirmed that transformation is possible when communities invest in people rather than write them off.

That sense of calling deepened as I expanded my work to include veterans and civilians experiencing suicidal ideation. In those moments, often quiet, heavy, and urgent, I learned the power of simply showing up, listening without judgment, and connecting individuals to life-saving resources. Helping someone choose to stay, to seek help, or to believe their life still has value is profoundly grounding. Whether supporting reentry participants as they reclaim their place in society or assisting veterans and civilians navigating invisible wounds, I’ve seen how intentional community-based interventions can interrupt cycles of despair and replace them with stability, purpose, and healing.

Through the Urban League, I found a space where equity, advocacy, and action intersect, and where my values and skills align with real, measurable impact. Seeing lives change in real time confirmed that community work is not just my profession; it is my calling.

Q: ULRVYP is known as “Leaders of Tomorrow.” What does that phrase mean to you in practice—not just in theory?

Judkins: To me, “Leaders of Tomorrow” is not a distant or aspirational phrase; it is something that must be practiced every day. In real terms, it means developing leaders now, in real time, by creating access, exposure, and opportunities for growth rather than waiting for people to “arrive” at leadership on their own. Leadership in practice looks like mentoring emerging professionals, modeling accountability, and making room at decision-making tables for voices that have historically been excluded.

Within ULRVYP, being a Leader of Tomorrow means equipping individuals with practical skills, civic engagement, professional development, advocacy, and community problem-solving, so they are prepared to lead effectively in their workplaces and communities today. It also means leading with service, integrity, and cultural awareness. Tomorrow’s leaders are shaped by how we respond to today’s challenges, whether that is addressing inequities in education, workforce access, reentry support, or mental health resources.

Ultimately, “Leaders of Tomorrow” in practice is about action over title. It is about showing up consistently, building others up, and leaving systems stronger and more equitable than we found them. Through intentional leadership development and community impact, ULRVYP ensures that tomorrow’s leaders are not just prepared but are already making a difference.

Q: You lead a diverse group of professionals with different backgrounds and experiences. How do you cultivate unity while honoring those differences?

 Judkins: I cultivate unity by first recognizing that diversity is not something to manage; it is something to leverage and honor. I lead from the understanding that each person’s background, lived experience, and perspective adds value to the collective mission. Unity does not mean uniformity; it means aligning around shared values and purpose while allowing individuals to show up authentically.

In practice, this starts with creating a culture of psychological safety where people feel heard, respected, and trusted. I encourage open dialogue, active listening, and mutual accountability, making space for different viewpoints while keeping the group grounded in our common goals. I am intentional about inclusive leadership, ensuring transparent decision-making processes, clear roles, and contributions are acknowledged.

I also focus on relationship-building and shared experiences, because unity is strengthened when people work together toward meaningful outcomes. By centering our work on service, impact, and community advancement, differences become strengths rather than barriers. Ultimately, unity is cultivated when people feel valued for who they are and confident that their voices matter in advancing the mission.

Q: Can you share an example of how ULRVYP has helped a member grow personally or professionally?

Judkins: One powerful example of ULRVYP’s impact is a member who came to us already working in the marketing field but seeking greater purpose, professional growth, and alignment with community impact. Through ULRVYP, this individual gained exposure to mission-driven leadership, expanded their professional network, and had opportunities to apply their marketing expertise in real, meaningful ways that extended beyond traditional business development.

As they became more engaged with the Urban League, they began supporting branding, communications, and strategic outreach efforts for our local affiliate. This hands-on experience not only sharpened their skills but also positioned them as a trusted professional within the organization. With encouragement, visibility, and leadership opportunities provided through ULRVYP, this member continued to build confidence and refine their professional identity.

That growth translated directly into professional advancement. The individual expanded their marketing business, secured new opportunities, and ultimately collaborated with both the local affiliate and the National Urban League Young Professionals network. Their work helped draft tools and resources designed to support other Urban League Young Professionals across the country, extending their impact well beyond our local community.

This example reflects how ULRVYP creates a space where talent is nurtured, leadership is developed, and members are empowered to grow personally and professionally while contributing to something larger than themselves.

Q: How does being part of the National Urban League of Young Professionals network strengthen the local work being done here?

Judkins: Being part of the National Urban League Young Professionals (NULYP) network strengthens local work in powerful, very practical ways. The national network provides access to best practices, proven program models, and shared resources that allow local affiliates to build smarter, more effective initiatives rather than starting from scratch. It creates a pipeline of ideas, strategies, and lessons learned that can be adapted to meet the specific needs of our community.

The NULYP network also amplifies local impact through collective advocacy. When local work is connected to a national voice, community concerns gain visibility, credibility, and momentum. This connection allows us to align local efforts with broader policy priorities around workforce development, equity, reentry, mental health, and economic empowerment, ensuring our work is both responsive and sustainable.

Equally important, the network strengthens leadership development. It exposes local leaders to diverse perspectives, mentorship opportunities, and cross-city collaboration, thereby sharpening skills and expanding capacity. When we bring that knowledge and energy back home, it elevates the quality of service and leadership locally. Ultimately, the national network ensures that the work happening here is not isolated; it is informed, supported, and strengthened by a collective commitment to equity and community advancement nationwide.

Q: How do you encourage members to move beyond awareness and into action—especially around voting, advocacy, and community involvement?

Judkins: I encourage members to move beyond awareness and into action by making civic engagement practical, accessible, and connected to real-life outcomes. Awareness is important, but it becomes powerful only when people understand how their voice and participation directly impact their communities. I focus on education that translates into action, breaking down voting processes, policy issues, and advocacy pathways so members feel informed and confident, not overwhelmed.

In practice, this looks like integrating calls to action into everything we do. We partner with local organizations to support voter registration and turnout efforts, host discussions that connect policy to lived experiences, and provide opportunities for members to engage in advocacy at the local and state levels. I also emphasize leadership by example. When members see leaders consistently involved, showing up at community forums, and using their platforms responsibly, it reinforces that action is expected, not optional.

Most importantly, I help members understand that civic engagement is not limited to election cycles. Advocacy and community involvement occur year-round through volunteering, serving on boards, supporting reentry initiatives, and speaking up on issues affecting equity and opportunity. When members see that their participation, no matter the scale, creates tangible change, awareness naturally turns into sustained action.

Q: What does “strengthening the community” look like in real, everyday terms?

Judkins: Strengthening the community in real, everyday terms means making sure people are supported not just in moments of crisis, but in the ordinary moments that determine long-term stability and quality of life. It looks like helping someone coming home from incarceration secure employment, transportation, and housing so they can successfully reintegrate rather than return to the system. It looks like connecting veterans and civilians who are struggling with suicidal thoughts to mental health resources, follow-up care, and consistent support. Sometimes, saving a life simply means refusing to let someone feel invisible.

On a daily level, strengthening the community means building access: access to education, workforce development, financial literacy, mentorship, and leadership opportunities. It means advocating for policies and practices that reduce barriers while empowering individuals to take ownership of their futures. It also looks like collaboration, bringing together nonprofits, businesses, faith leaders, and residents to solve problems collectively instead of in silos.

Ultimately, strengthening the community is about sustainability. It is ensuring that people have the tools, confidence, and support systems needed to thrive long after a program ends. When individuals are stable, families are stronger, and when families are stronger, the entire community benefits.

Q: As President, what vision do you have for ULRVYP over the next few years?

Judkins: As President, my vision for ULRVYP over the next few years is to build a strong, sustainable organization that develops leaders, deepens community impact, and strengthens alignment with both our local affiliate and the National Urban League Young Professionals network. I envision ULRVYP as a trusted pipeline for civic, professional, and community leadership, where members are not only engaged but equipped to lead with purpose and accountability.

This vision includes expanding intentional programming around workforce development, leadership training, civic engagement, and reentry and mental health advocacy. I want ULRVYP to be known for results-driven initiatives that respond directly to community needs while providing members with hands-on leadership experience. Strengthening internal infrastructure, clear governance, succession planning, and member development pathways will also be a priority to ensure long-term sustainability.

Equally important, I envision deeper partnerships. By collaborating with community organizations, businesses, and educational institutions, ULRVYP can increase its reach and amplify its impact. Ultimately, my vision is for ULRVYP to be a space where young professionals grow personally and professionally, serve with intention, and leave a lasting, measurable impact on the community we are committed to strengthening.

Q: How can the broader community better support and partner with young professionals who want to serve?

Judkins: The broader community can better support and partner with young professionals by moving beyond symbolic support and creating intentional, meaningful opportunities for engagement. Young professionals are eager to serve, but they need access, access to leadership roles, decision-making spaces, and projects where their skills and voices are valued, not just utilized for labor.

Support also looks like mentorship and sponsorship. When established leaders, organizations, and institutions invest time in guiding young professionals, opening doors, and sharing institutional knowledge, it accelerates impact and builds confidence. Partnerships should be reciprocal, allowing young professionals to contribute innovation, energy, and expertise while gaining experience, exposure, and professional growth.

Additionally, the community can support service-minded young professionals by reducing barriers to engagement. This includes flexible volunteer opportunities, transparent pathways to involvement, and recognition of contributions. When the community treats young professionals as collaborators rather than as future leaders waiting their turn, it strengthens both the individuals and the work they do. Ultimately, sustainable community impact happens when young professionals are empowered, trusted, and fully integrated into the work of service and advocacy.

Q: What keeps you encouraged when the work feels heavy or progress feels slow?

Judkins: What keeps me encouraged is remembering why the work matters and whom it impacts. When the work feels heavy or progress feels slow, I think about the individual lives behind the mission: the person returning home from incarceration who found stability rather than recidivism, the veteran or civilian who chose to seek help in a moment of crisis, or the young professional who discovered their purpose through service. Those moments may not always make headlines, but they are powerful reminders that change is happening, even when it feels incremental.

I am also encouraged by the people doing the work alongside me. Being surrounded by committed, values-driven leaders and community members reinforces that I am not carrying the mission alone. Progress in community work is often measured by the trust built, the systems improved, and the lives redirected over time, not in quick wins. Holding onto that perspective, celebrating small victories, and staying grounded in faith, purpose, and service allows me to keep moving forward with hope and resolve.

Q: If you could leave one message with young professionals who are watching from the sidelines, unsure whether to get involved, what would you say?

Judkins: I would say this: your presence matters, even if you don’t feel “ready.” You don’t have to have everything figured out, hold a title, or know exactly where you fit to make a difference. Community work is not about perfection; it’s about willingness. The skills, experiences, and passions you already have are needed right now.

Getting involved is not just about giving back; it’s also about growing forward. You will find mentorship, purpose, and connection, and you will see how your voice and actions can create real change. Start where you are, show up as you are, and allow the work to shape you as much as you shape it. When you step off the sidelines and into service, you don’t just join an organization, you become part of a movement committed to building stronger communities and stronger leaders.

Q: Finally, when history looks back, how do you hope ULRVYP —and your leadership—will be remembered in the story of Columbus?

Judkins: When history looks back, I hope ULRVYP and my leadership will be remembered as a force that empowered people, strengthened communities, and created lasting opportunities in Columbus. I want our legacy to reflect a chapter where young professionals didn’t just show up; they led with integrity, innovation, and a deep commitment to equity.

I hope our work will be seen in the lives we helped transform, individuals returning from incarceration who found stability and purpose, veterans and civilians who received critical mental health support, and young leaders who discovered their voice and capacity to drive change. I want ULRVYP to be remembered as a place where leadership was intentionally cultivated, where collaboration was prioritized over competition, and where service was not just an ideal but a daily practice that made a measurable impact.

Ultimately, I hope our story in Columbus will be one of hope, action, and empowerment, a testament that when young professionals are equipped, supported, and trusted, they can change not only their own trajectories but the trajectory of an entire community.