For more than 30 years, as a physician, a healthcare executive, and now an executive advisor, I’ve watched accomplished women lead by two sets of rules: the ones they were raised on, and the ones others use to judge their leadership. I help them see both clearly so they stop over-explaining decisions they’re qualified to make, hold their position under pushback, and lead with an ease they didn’t have before.
What if you stopped leading like you had something to prove?
|
I’ve noticed a pattern in how the women I work with develop over time. It usually doesn’t look dramatic from the outside. They’re still accomplished, thoughtful, and deeply committed to doing excellent work. But they stop leading like they have something left to prove. They start leading from a different place. They trust their judgment more. They spend less time wondering whether they’re ready and more time deciding what they think. They become more discerning about where their time, attention and expertise actually belong. They stop over-explaining decisions they’re qualified to make. They can listen to disagreement without immediately assuming they’ve missed something. And they stop waiting for someone else to confirm the value they bring. Recognition still matters. But they become much better at making their value visible. They can name what they contribute, understand where their unique leadership advantage matters most, and stop assuming that if they just keep doing exceptional work, the right people will eventually notice. They begin to participate in shaping how their leadership is understood. They also start seeing the systems around them differently. They pay more attention to where decisions get made, how influence moves and whose perspectives shape the conversation. They may have no interest in “playing politics.” They simply understand that leadership happens inside systems. They become more intentional about relationships, more thoughtful about visibility and more strategic about what they say yes to. They stop assuming that leadership at the next level should require more of them. Instead, they start asking different questions: What actually requires me? Their leadership gets quieter in some ways. Less proving, less reacting, less explaining. But it also gets more powerful. Their point of view becomes clearer. Their decisions become cleaner. Their presence becomes more grounded. And perhaps most importantly, the way they see themselves begins to catch up with the leader they’ve already become. That’s the identity shift. You become more deliberate about how the leader you already are shows up. And that changes the decisions you make, where you spend your energy, how you use your influence, and what you allow yourself to want next. That’s what it means to lead at the next level. Here's to leading from a different understanding of who you are what you bring, Denée P.S. If this is the kind of leadership work you want to do, I have room for two private coaching clients this quarter. Reply to this email if you’d like to explore working together. Denée Choice, MD, MMM |
Choice Leadership Consulting
For more than 30 years, as a physician, a healthcare executive, and now an executive advisor, I’ve watched accomplished women lead by two sets of rules: the ones they were raised on, and the ones others use to judge their leadership. I help them see both clearly so they stop over-explaining decisions they’re qualified to make, hold their position under pushback, and lead with an ease they didn’t have before.
A few days ago, I had a conversation with an accomplished woman physician who was negotiating a new leadership opportunity. She was being recruited to build a program from the ground up. She had the expertise, the experience, and a clear understanding of what it would take to succeed. She also knew what could go wrong. She'd been in a similar situation before, where the promised resources never materialized. This time, she was determined to do things differently. So she did what many highly...
There’s a part of leadership that no one can see. It won’t show up on your résumé. It’s difficult to capture in a performance review. And you probably won’t find it listed among the competencies in your organization’s leadership model. But it shapes nearly everything people experience when they work with you. I think of it as the invisible architecture of leadership. We tend to think about leadership in terms of what we can observe. How you communicate. How you make decisions. How you...
Executive presence isn't about power suits and power poses. It's not really even about polish. It's about depth. Consistency. Energy that holds steady no matter what's happening around it. It's built from two things. A leadership identity clear enough that it doesn't waver based on who's in the room or the situation. And the leadership energy that you bring to every interaction. You need both. Here's what happens without the first one. A leader walks into a budget meeting knowing her numbers...