Recovering Leader

Facing and Overcoming Your Inner Imposter

Feelings of fraud are common even among the greatest leaders, and are actually signs of diligence. So unlike other developmental issues that may linger for an entire career, the fraud misconception is resolved by turning that diligence toward the practices I've described here. Read more →

When Awe of Others Gets in Your Way

More seasoned executives than one might think get in the bad habit of self-marginalizing. In fact, your value doesn’t vary based on who else is in the room, no matter how amazing or awesome they may be. The only thing that limits the value you bring to any conversation is the choices you make about participating. When you choose to devalue yourself -- either consciously or unconsciously -- in comparison to someone else in the room, because you feel in awe of them, or less than them, you will of course shut down and stop short of giving your best. Read more →

Younger Executives: Don’t Marginalize Yourself Around VIP's

It’s not uncommon for an executive to compare themselves to the level of accomplishment, authority, or pay-grade of others around them, and self-discount accordingly. Yet despite what they may think, their value to the organization is constant. One C-level executive put it well. She said, “When so-and-so is in the room, I tend to be more deferential and careful about... Read more →

When an Executive Needs More Swagger

Seasoned professionals described as analytical, cautious, or humble may plateau before delivering on their full potential as leaders. It’s avoidable, if the problem is not one of smarts or capability, but of missing a bit of swagger. Keeping too much to yourself, being too cautious or deferential, or talking about too many nuts and bolts when a blueprint will suffice... Read more →