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 one conversation can change
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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 capable women do. She did her homework. She anticipated the objections. She prepared a five-page proposal outlining exactly what she needed. But as we talked, I noticed something. She was working hard to convince the organization to give her what she needed, rather than establishing what the organization would need to provide for the initiative to succeed. There's a difference between making a compelling case for what you need and leading from the authority of knowing what success requires. I suggested she approach the conversation differently: "In order for this initiative to succeed, we'll need A, B, and C. How can we work together to make that happen?" Instead of asking for permission, she could lead with her expertise. Instead of defending every request, she could establish the conditions for success. Instead of trying to prove her value, she could exercise the authority that comes with it. As we talked, she began recognizing a larger pattern in her leadership. One she'd experienced repeatedly but hadn't quite put into words. Even the most accomplished leaders can't always see the assumptions shaping how they lead. When you're immersed in the work, navigating the politics, managing the expectations, and delivering results, it's difficult to step outside your own experience and see the patterns influencing your decisions. Sometimes a different perspective is what allows you to see the situation, and your role in it, more clearly. One conversation won't change everything. But it can change how you understand a challenge, the questions you're asking, and what you decide to do next. What's happening in your leadership right now that could benefit from a different perspective? Maybe it's a difficult conversation, a new opportunity, a decision you've been considering, or a situation where you're carrying more responsibility than authority. If something comes to mind, I have a few complimentary Leadership Advisory Consultations available. Bring what's on your mind. We'll look at it together.
Here's to seeing your leadership from a different perspective, Denée P.S. Sometimes the most valuable thing you take away from a conversation isn't an answer to the question you came in with. It's a better understanding of the question you should have been asking. 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.
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