Articles

As a leadership advisor and coach, I often begin conversations with clients around familiar themes: leadership mindset, talent development, and culture transformation. But increasingly, a deeper topic surfaces—artificial intelligence (AI). It may not be the starting point, but it's almost always in the room. Quietly, but powerfully, it is reshaping the conditions in which leadership operates.

Many leaders aren’t just aware of AI—they’re feeling the pressure of its speed, complexity, and impact. The change hasn’t arrived like a storm—it’s come like a fog: everywhere, yet difficult to fully grasp. Behind it hums the quiet rhythm of algorithms and the promise (and unease) of AI. In this context, leadership isn’t about controlling the narrative or chasing the next tool. It’s about offering clarity, creating direction, and building the space for reflection and capability to grow.

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It was a crisp Saturday morning when I witnessed a powerful exercise in strategic thinking. A local vicar, faced with declining congregation numbers and waning appeal of church gatherings, gathered a small group of volunteers to brainstorm solutions. The church community, once thriving, was now struggling, and they needed a way forward.

Instead of rushing into solutions, the vicar had a different approach. He asked everyone to sit in a circle and start asking open-ended questions: “What are the changing demographics of our community? Are our services held at competing times with other community events? Which members of our community are we are losing from services? What possible solutions could we explore?"

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In the dynamic business world of today, the journey to success often feels like a solitary one, particularly for women. We're taught to be self-reliant and to prove ourselves capable. And yet many women are also highly skilled at offering support to others – perhaps guiding a colleague, sharing advice or mentoring someone just starting out. However, when it comes to asking for help, many of us hesitate, feeling as though we must do it all alone.

I once worked with a woman in a senior leadership role at a major organization who, despite her impressive achievements, she felt stuck in her career. She was generous in offering help to others but was reluctant to reach out for her own support. She shared, "I always feel that I should have everything figured out. Asking for help seems like a sign of weakness."

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In the world of leadership, there’s a common misconception that self-advocacy is synonymous with self-promotion.Many aspiring leaders - especially women - believe they must wait until they have built enough credibility before confidently advocating for themselves. They fear that voicing their accomplishments prematurely could be seen as arrogant or out of place. But what if we reframed this thinking?

During a series of coaching conversations with a group of female leaders, we discovered a fresh perspective on self-advocacy. One leader shared an insightful moment with her boss. Instead of waiting for the perfect moment to shine, her boss encouraged her to advocate for herself from the very beginning.

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Power. It's a word that’s often linked with authority, dominance and control. But over the years, a quiet revolution has been taking place. Women, with their unique leadership traits, are redefining what power in leadership truly means.

I remember an experience from early in my career that completely reshaped my view of leadership. I was working with a senior female leader who had a reputation for getting things done. But what struck me most wasn’t her strategic prowess or her quick decision-making—it was her deep empathy. She could walk into a room, understand the pulse of the team in an instant, and adjust her approach to make everyone feel heard and valued.

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In the world of demanding leadership, it’s easy to forget that personal development begins with an inward journey.

I recently had the privilege of working with a group of directors from a leading accounting firm who were striving for Partnership. The challenge was that, in different ways, they were all grappling with their own self-imposed limitations - defined by their backgrounds, accents, appearances and perceived "flaws."

It was a rewarding journey to help them unpack their barriers to progression and to help them establish a path based upon self-discovery.

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