At the highest levels of leadership, communication isn’t just about being heard — it’s about who shapes strategy, who gets credit, and who gets the next seat at the table. Here’s what I’ve learned working with senior executive women who are done leaving that to chance.
I’ve spent decades watching talented senior women second-guess themselves into strategic paralysis — not because they lacked confidence, but because the rules are stacked against them. In this post, I name the traps, share strategies I’ve found effective, and offer a more useful reframe than trying to please everyone in the room.
Most senior executives can describe how they lead. Very few can describe how they lead when things go wrong — and that gap is where decisions get distorted, teams stop pushing back, and leadership effectiveness quietly erodes. The style that carried you to the C-suite has a shadow side, and at the top, that shadow side is almost always what limits what you build next.
The traits that got you to the C-suite aren’t always the ones that keep you effective there — and in my experience, the gap shows up in three specific places most senior leaders would rather not examine. I’ll show you exactly where to look.
Your brain reacts 165 milliseconds before your conscious mind catches up. For senior executives, that gap is where leadership is won or lost. In this installment of Cultivating Leaders, I explore how attention, mindfulness, and the science of reframing give leaders access to their best judgment precisely when pressure is highest.
Peter J. Dean: 610-246-6422
Molly D. Shepard: 610-955-5452
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