Power Your Impact

Today we are going to talk about how to harness what makes you as an individual uniquely powerful. Find the show notes on my website at Poweryourimpact.com/18.

Talent is innate, it is natural, it is who you are. We all have strengths and we all have areas we can improve.

But too often we put more focus on the areas we need to improve instead of leaning into our strengths.

Think about the last performance review you had, or the last performance review you gave. Did the discussion focus more on the opportunities for improvement and less on celebrating excellence?

If so, how did it make you feel? What did you focus on after the review? Did you gloss over the praise received, and instead focus on the areas of improvement?

Instead, if after the review you had placed more emphasis on what you had done well, imagine how energized and engaged you would’ve felt.

Now imagine if instead of overinvesting in the development opportunities that had been laid out for you, you could have harnessed your strengths.

Leaning into your Talent DNA fosters excellence, but it requires identifying your strengths and a mindset shift.

You would need to free yourself from external expectations and allow yourself to focus on developing your personal best.

When I was developing my Leadership Coaching business, a friend of mine introduced me to the Clifton Strengths Assessment. I was familiar with Hogan and Meyers-Brings personality tool, but had not come across Clifton Strengths.

The Clifton Strengths Assessment is designed to help individuals identify their natural strengths across 34 talent themes. The 34 talent themes comprise 4 domains of leadership:

1.Executing
2.Influencing
3.Relationship Building
4.Strategic Thinking

The on-line assessment is comprised of 177 questions and typically takes under 1 hour to complete.

I had researched several tools for my Leadership Coaching Program and ultimately selected the Clifton Strengths Assessment for 2 reasons:

1.You deepen your understanding of your strengths
2.You receive concrete ideas for taking action so that you can advance your goals, address challenges, and develop your strengths

Feedback to-date from those who have invested one hour to take the Clifton Strengths Assessment has been overwhelmingly positive.

I can only imagine the value that I as a leader would have derived, both for my own personal growth and also for the members of my teams, had I discovered this tool when it first came out in 2001.

Imagine the excellence that you would achieve if you leaned in to your natural strengths.

Today we are going to talk about choosing to be your authentic self. Find the show notes on my website at Poweryourimpact.com/17.

Being your authentic self means being true to you regardless of external pressures and implications.

When you are true to you, you expend less energy pretending to be something that is not in line with who you are.

Reality is, however, the relentless pressure to conform, at times, holds us back. Conforming can open doors that may not be open if we were not to conform.

As individual’s we do have a choice, but with our choice may come trade-offs.

Choosing to be your authentic self requires self-awareness and courage.

I recently had the opportunity to engage in a webinar spotlighting Ritu Bhasin, author of Amazon best-seller “The Authentic Principle”.

She defined Authentic Principle as a commitment to being yourself, as much as possible, so that you feel more empowered, confident and joyful.

She started by outlining what she referred to as a framework of our “3 selves”:

1.Our authentic self: being who you would be if there were no consequences for your actions.

2.Our adaptive self: willingly and happily choosing to adapt yourself to meet your needs and that of others.

3.Our performing self: masking our true selves to conform to the pressures of the dominant culture.

The author then explained that we make choices every day on how we apply our 3 selves across 7 behaviors:

1.How we choose to express ourself

2.How we choose to communicate verbally

3.How we choose to communicate non-verbally

4.The tone in which we choose to speak

5.Our appearance

6.The content we share

7.Our actions

Once the ground work was laid out, Ritu emphasized a few key points:

Being your authentic self is a choice and a journey.

At times you may choose to shift your behavior between your authentic self and your adaptive self based on a situation or a circumstance.

Certain behaviors may be your anchor. These are the ones you will not change regardless of the situation or circumstance. Be unapologetic and resilient against judgement.

She concluded by highlighting 4 additional points:

Being your authentic self is the consistent practice of choosing to know who you are, embracing it, and being it.

When we choose to be our authentic self or our adaptive self we are operating in a zone of empowerment.

When we choose to be our performing self we are operating in the zone of disempowerment.

The first step is to know who you are. 

Today we are going to talk about what an inclusive leader looks like. Find the show notes on my website at PowerYourImpact.com/16.

An inclusive leader sets the tone and models the behaviors that creates an environment where each person feels seen, valued, respected, and able to contribute.

Harvard Business Review published an article in March 2020 showing that what leaders say and do makes up to 70% difference as to whether an individual feels included.

When employees feel included they are more likely to share ideas and embrace collaborative decision making.

Inclusive leaders drive optimal productivity, creativity, efficiency, and engagement.

I spoke with a diverse group of executive women in Supply Management and asked each to share their perspective on the key foundational traits that enable an inclusive leader.

Five traits were identified:

1.Authenticity
Requires humility, setting aside ego, and establishing trust in the face of opposing beliefs, values or perceptions.

2.Emotional Resilience
Requires the ability to remain composed in the face of adversity or difficulty around differences.

3.Self-Assurance
Requires a stance of confidence and optimism.

4.Inquisitiveness
Requires openness to differences, curiosity, and empathy.

5.Flexibility
Requires the ability to tolerate ambiguity and to adapt to diverse needs.


So what does an inclusive leader look like in the workplace?

An inclusive leader takes on a collaborative and facilitative approach as opposed to a control and command approach.

An inclusive leader operates transparently rather than behind closed doors.

An inclusive leader is culturally agile, not tied to their own worldview.

An inclusive leader fully embraces and leverages the vast diversity of today’s workforce.

An inclusive leader creates a safe space where people feel accepted and empowered to give the best of their talents.

Inclusive leaders unlock the power of all members of their team.

Are you an inclusive leader?

Last week we discussed tips on how to give the gift of feedback so that it is heard and embraced. Today we are going to talk about the dual benefit of asking for feedback. Find the show notes on my website at PowerYourImpact.com/15.

The best leaders know that feedback is a two-way street and they recognize the importance of asking for feedback.

Asking for feedback routinely provides valuable insights into areas of improvement.

But there is also a second, and very important, benefit to asking for feedback.

Asking for feedback routinely can be key factor in establishing your organization’s culture.

Asking for feedback encourages open communication and vulnerability.

Receiving feedback can be hard. If not given constructively, it can sting.

It takes courage and humility to ask for feedback, but by doing so, you model the behavior you want to see by your team.

By actively demonstrating those qualities as the leader, you encourage your team to do the same.

How you begin to ask for feedback coupled with how you receive it will begin to set the tone for a shift from a “push” feedback culture to a “pull” feedback culture.

Pulling for feedback and putting it into forward action instead of waiting for feedback on a past action demonstrates an intrinsic desire to learn and grow.

Pulling for feedback and putting it into action also cultivates a culture of openness and vulnerability.

As a leader, you are responsible for asking for feedback, and doing so routinely.

Over the course of my 30 years in Corporate America I learned from various leaders some valuable tips on how to pull feedback.

Here are 7 tips that you as a leader can follow:

(1)Explain why you are seeking feedback
People need to be convinced that you want feedback for the right reason.

(2)Phrase your request in a way that encourages people to provide helpful suggestions
Ask an open-ended question such as “How can I do better at…” versus “Do you have any feedback for me?”

(3)Focus your request
People are more likely to give you helpful feedback on a specific area that you are seeking if you specify upfront.

(4)Give the person time to think about your request
Ask the individual if you can follow-up with them in a few days.

(5)Actively listen when receiving feedback
Quiet your ego and ask questions to confirm your understanding.

(6)Receive feedback with gratitude
Demonstrate your appreciation and avoid any defensiveness in your response.

(7)Reflect on the feedback and take action
Implementing change reinforces that you are listening and that the person’s feedback matters.

As a leader, giving feedback routinely, but also seeking feedback routinely is critical for the development of others and of one’s self.

As a leader, seeking feedback routinely also helps to create a culture of trust and open communication. 

How often do you as a leader ask for feedback from your team?

Today we are going to talk about techniques to give the gift of feedback so that it’s constructive and empowering. Find the show notes on my website at PowerYourImpact.com/14

Do you recall a time when you knew that you should provide constructive feedback to a team member, but you postponed or avoided it?

I suspect most of us have been there at some point in our career. For me, I dreaded it because it can, at times, feel uncomfortable.

Sure, delivering positive accolades is easy, it’s the other stuff that’s not so easy.

Feedback, when shared effectively, provides an individual the information that is needed to improve and to grow. It is an opportunity to discuss solutions and make positive change.

Feedback is a gift, but how you frame and deliver it is critical.

Providing constructive, timely feedback is critical to the development of an individual. Putting it off could compound the issue and possibly lead to a bigger problem.


I recently interviewed a woman senior leader in Supply Management who shared with me her 8 tips to delivering constructive feedback in a useful and positive way: 

1.Be intentional with your feedback
Make sure your feedback is coming from a place of helping someone improve their performance.

2.Be timely with your feedback
The work should be fresh in the mind so that the feedback is relevant and actionable.

3.Focus on specifics
Share meaningful facts to put the feedback into context.

4.Start with what is working first
Share the positive before “what can be done better”. Keep it balanced.

5.Discuss the behavior, the impact, and action steps that can be taken
Describe the impact of a specific behavior and possible steps to address.

6.Build a bridge
Focus on the issue with the intent to help the individual grow rather than showing them what is wrong.

7.Encourage a 2-way conversation
Encourage questions to confirm a clear understanding and collaborate to identify solutions together.

8.Follow-up on progress
Feedback should be a constant loop, not an annual discussion.

Feedback can be invaluable when offered in the right way with the right intention.

The best leaders give constructive, timely feedback, but also seek feedback from their employees.

Feedback should be a 2-way street.

As an effective leader, you need to know how to give feedback effectively and how to receive it constructively.

Stay tuned for next week’s episode where we explore the art of receiving feedback as a leader.

Today we are going to talk about the importance of listening to your gut. Find the show notes on my website at Poweryourimpact.com/13.

Good decision making is grounded in data. You apply rationale, logic and data to look for patterns. Patterns should lead you to the best option, right?

While this approach is effective in many scenarios, it does not always point to the optimal answer.

Patterns are based on past experiences. Patterns may not repeat themselves. Using what you have seen in the past may not be a good indicator of the future.

Good decision making sometimes requires listening to your “Inner Voice”.

Your inner voice is that gut feel you sometimes get. It can be an important data point.

It is a combination of wisdom, experience, and an innate intuition.

It’s your instincts.

Sometimes there isn’t enough data, and you have to follow your instincts.

Sometimes there is enough data, but your inner voice is pushing you to consider other factors before making your decision.

It takes courage to follow your gut. At times it may come with risk.

It doesn’t replace the need for logic and analysis; it compliments logic and analysis. It helps paint a whole picture.

I can clearly recall a time when I actually ignored my inner voice. 

I was the hiring manager for a critical Director role on my team. The team was drowning in work and we needed to fill the position quickly. 

On paper, the candidate appeared to be an ideal fit for the job. Feedback from the interview team was thoughtful and balanced. 

I agreed with the feedback, but something inside was gnawing at me. I couldn’t quite put my finger on it, but the feeling was definitely there.

In the end, I hired the candidate. The candidate lasted less than 3 months. 

As I reflected on the experience, I realized my gut had been warning me that this individual would not be willing to do the heavy lifting required of the role.

It became apparent early on that the candidate was more focused on getting to the next level than getting the job at hand done. 

We had asked all of the right interview questions to flush this out, but the candidate’s prior experience and responses masked reality.

I had ignored my gut feeling and was now back at square 1.

There is no standard formula to making the right decision. You can’t always trust data alone. You also can’t always follow your gut either. 

Effective leaders learn through experience how to strike a balance between insight and instinct. 

When making an important decision, do you pay attention to your inner voice?

Today we are going to talk about steps you can take, regardless of your level, to lift and support your women colleagues. Find the show notes on my website at Poweryourimpact.com/12.

Traditionally we are taught to be competitive with one another because there are fewer opportunities as you rise in an organization. Remember movies like Mean Girls and Clueless?

Reality is, however, that women benefit from collaborating versus competing. Studies have shown that women who support other women are more successful.

Regardless of your level of experience you can help other women realize their true potential.

I recently read an article by a female CEO that really resonated with me. The overall theme was to make sure ambitious women are given as many opportunities to succeed as possible.

She shared 7 tips on how each one of us can support other women in the workplace:

1.Recruit and hire women.

Make sure your job postings sound exciting for both men and women. There are gender decoder apps available to help you identify where tweaks may be needed.

2.Welcome and mentor women.

Cheer women on while also being a safe sounding board.

3.Call out a woman’s brilliant ideas.

If you hear a brilliant idea that is being overlooked in a meeting, bring it up again and give her the credit.

4.Look for opportunities to help promote or stretch your female colleagues.

Be the “connector” for both internal and external opportunities.

5.Bring her along.

When you get an amazing opportunity for yourself, consider if it’s possible to bring a plus one with you.

6.Advocate for better company trainings and policies.

Identify who in your organization can make change happen, share your thoughts, and volunteer to help drive the change.

7.Don’t tolerate unconscious bias in the workplace.

Changing people’s habits requires awareness.

Women at all levels of the organization can help each other succeed. No one can get there on their own.

Have you made a purposeful decision to lift and support other women in your organization?

In the last episode we discussed how to take the awkwardness out of networking and shift it to something that feels more natural. If you missed the episode you can find it on my website at Poweryourimpact.com/10.

Today we are going to talk about how to build a network that is both valuable and fulfilling. Find the show notes on my website at Poweryourimpact.com/11.

Building a strong network is an important factor in advancing your career. It requires you to be strategic. 
                                 You must be intentional, selective, and consistent

Know your short and long-term goals, identify people you know and don’t know that could help you achieve your goals, and stay connected.

Effective networks consist of several dimensions, and includes both men and women:

1.Individuals internal and external to your organization

Internal connections support your success within your organization.

External connections provide insights on market conditions, enhanced problem solving, and potential career opportunities.

2. Peers, superiors, and subordinates

Peers and subordinates provide useful feedback for your professional development.

Superiors help to secure promotions or stretch assignments.

3.Individuals who support your professional development and well-being

Friends and family who offer emotional support

Mentors and coaches who you turn to for advice, feedback, and professional development

Social or professional contacts who can make referrals or introductions

                  Effective networking is strategic. It is about quality not quantity.

Effective Networking requires commitment and dedication. It does not happen by chance or overnight.

Building an effective network is one of the most important things you can do to advance your career.

Do you have an effective network?

Power Your Impact Podcast
Episode 10: Women in Procurement & Supply Chain Can Take the Work Out of Networking

Today we are going to talk about how to overcome that awkward feeling of networking and shift it to feel more genuine. Find the show notes on my website at PowerYourImpact.com/10.

Perhaps you are of the mindset that if you work hard and get the job done your work will speak for itself.

While hard work and results are critical factors for professional advancement, a third important factor is leveraging strong professional relationships.

Networking is important. It helps you find role models, mentors, and a support system.

But we tend to shy away from or dread networking for several reasons:

Networking is time consuming and exhausting
Networking is perceived as self-serving
Networking is intimidating and awkward

It’s time to reframe your mindset and your approach to networking

I avoided networking, especially external networking, throughout the early years in my career. Despite being an extrovert, I found it daunting and awkward.

I knew intuitively that to emerge as a leader, who I knew was equally important to what I knew.

I was fortunate enough to have a mentor who advised me to change my mindset and my transactional approach.

Her technique for quality networking included 4 key steps:

1.Show up as you want people to know you

You don’t have to be scripted or formal

2.Start with curiosity

Know what interests you about the individual - why do you want to know them

3.Understand that networking is about giving first

Cultivate the relationship before you have an ask

4.If you have an ask, know your ask

Be concise and be clear

Effective networking is a skill that can be learned and practiced, but it requires a mindset shift and a thoughtful approach.

Networking does not have to be intimidating or awkward.

When you create connections based on shared interest and shared goals, you will find that you increase your professional impact.

In next week’s episode we will discuss how to build an effective network. 

Effective networks serve several functions. Understanding the value of each layer will ensure you have created an effective web. Stay tuned!

Today we are going to talk about how to overcome the urge to self-doubt. Find the show notes on my website at PowerYourImpact.com/9.

Have you ever been in a situation where you doubted your abilities, your skills, or your accomplishments? Afraid that you are going to be found out?

Well, you are not alone. Studies show that ~ 70% of the population have experienced what is known as Imposter Syndrome at some point in their career.

Imposter Syndrome is caused by setting expectations too high, and typically occurs during a transitional experience.

Imposter Syndrome can affect anyone, regardless of one’s job or social status.

I am part of the 70% of the population that has experienced Imposter Syndrome.

I had just transferred from Accounting to Procurement at the guidance of a trusted mentor. The intent of the transition was to demonstrate my ability to “get out of my comfort zone”.

I hated the idea of leaving Accounting. I didn’t even know what Procurement was!

But I recognized that moving to Procurement for a couple years was a necessary box to check if I wanted to be promoted to an Executive.

The first 6 months in Procurement I felt like I was completely out of my depth. The learning curve was incredibly steep!

I dreaded going into the office each Monday because I had 5 full days of trying to avoid being called out as a fraud by my new boss or colleagues.

Initially I didn’t share this feeling with anyone. I just kept pushing forward in my new role hoping that I wouldn’t fall flat on my face.

But the self-doubt was growing with each passing day.

I ultimately shared my anxiety with a close friend of mine who had changed careers earlier in her journey.

I felt an immediate sense of relief when she smiled and acknowledged that she could relate to my experience.

I was not the only one who had experienced this.

She shared with me two key actions that she had implemented to combat her feelings of insecurity:

(1)She had created a list of accomplishments

This inventory of accomplishments helped her see herself as others saw her. She referred back to her list anytime the feelings of self-doubt came back.

(2)She began to build a strong network of women to lean on and learn from

Having a trusted support system and a sounding board had been invaluable throughout her career.

I was able to overcome my feelings of fear and doubt by implementing these techniques.

Twenty years later I continue to enjoy a challenging and fulfilling career in leadership roles in Procurement & Supply Chain!


Imposter Syndrome, if not addressed, can hold you back in your career. 

You may be overcompensating
You may not be raising your hand for the challenging assignments
You may be purposely staying out of the spotlight

Think back to a time when you may have experienced Imposter Syndrome. 

Were you going through a transitional period? 
Perhaps you just had been promoted into a new job?
Shifted to a new career?
Raised your hand for a stretch assignment?

How did you overcome the feeling of self-doubt? Did you have a strong network to lean on and an inventory of accomplishments to reflect on? 

It’s never too late to build a support system and an inventory of your accomplishments!