What’s the last thing you challenged yourself to learn? Something that stretched you beyond what felt comfortable?

Maybe you took on a new leadership role, started speaking up more in meetings, or tackled a skill that had always felt out of reach. Whatever it was, chances are you hit a moment where it felt hard, where you struggled, second-guessed yourself. And then did you find yourself hesitating – not because you couldn’t do it but because you didn’t want to look bad doing it?

I’ve been experiencing exactly that with learning Spanish. I can spend hours practising on an app, getting all the answers right in private. But the real challenge? Actually speaking it in front of other people, knowing I’ll fumble, say things incorrectly, and look a bit foolish. That moment when I have to open my mouth and risk sounding ridiculous is where the real discomfort kicks in.

And yet, that’s the only way to truly improve. The safe option, sticking to the app, avoiding real conversations, feels comfortable, but it doesn’t stretch me. Growth happens when we push through the embarrassment and engage in the messy, imperfect reality of learning.

This is true for leadership, too. When we try new behaviours to develop our executive presence, whether that’s speaking with more authority, handling difficult conversations, or influencing at a higher level, it can feel unnatural and even inauthentic at first. We might worry about how we come across or compare ourselves to those who make it look effortless. But their ease comes from experience, the very experience we’re gaining when we push through our own discomfort.

So, where are you holding yourself back because you don’t want to look inexperienced or imperfect? And how might things change if you embraced the discomfort instead?

I’d love to hear, what’s stretching you beyond your comfort zone this year?

With love,
​
Sue

Do any of you read poetry?

Like all art a poem can offer new insights and provide new ways to look at life and the human condition so this week I am sharing a poem which I heard during my studies in adult development and which resonated very strongly with me on the importance of raising our self-awareness. I would love to hear what you think.

Autobiography in 5 Short Chapters

By Portia Nelson

Chapter 1

I walk down the street.
There is a deep hole in the sidewalk.
I fall in.
I am lost……. I am helpless.
It isn’t my fault.
It takes me forever to find a way out.

Chapter 2

I walk down the same street.
There is a deep hole in the sidewalk.
I pretend I don’t see it.
I fall in again.
I can’t believe I am in the same place.
But it isn’t my fault.
It still takes me a long time to get out.

Chapter 3

I walk down the same street.
There is a deep hole in the sidewalk.
I see it is there.
I still fall in….. it’s a habit.
My eyes are open.
I know where I am.
It is my fault.
I get out immediately.

Chapter 4

I walk down the same street.
There is a deep hole in the sidewalk.
I walk around it.

Chapter 5

I walk down another street.
Which chapter are you living in right now?
We all have beliefs, assumptions and patterns of behaviour which trip us up and have us falling in the same old holes time and again. It is only once we can see them and hold them separate to ourselves that we can make conscious new choices rather than being directed and driven by the unseen / subconscious.
What will you do differently in 2025 so that you don’t keep falling into the same hole in the same sidewalk?
And remember you don’t have to do it alone, walking alongside a coach either individually or in a peer group will make the journey much easier to navigate!

With love,

​Sue

Happy New Year!!

Welcome to 2025—a fresh beginning and a chance to step forward with intention and clarity.

As we stand at this threshold, let’s take a moment to pause, reflect, and connect with what truly matters. This isn’t about resolutions; it’s about choosing how we show up in the year ahead.

Imagine yourself at a doorway, ready to leave 2024 behind and step into 2025. Ask yourself three powerful questions:

1. What do I want to leave behind? What habits, thoughts, or patterns no longer serve me?
2. What do I want to bring with me? Which values, strengths, and intentions will help me stay true to myself?
3. What are the qualities I want to embody? How do I want to show up in my relationships, work, and life?

This moment is your strategic pause—an opportunity to honour where you’ve been and align with who you want to become.

For me, as I cross this threshold, I choose to leave behind my inclination to "rescue" clients. I’ve seen the profound power of being fully present, helping leaders make sense of what’s happening around them by offering fresh perspectives and partnering with them to co-create new pathways forward.

I’m bringing with me my passion for supporting leaders to lead authentically and to find fulfilment in their lives—whether that’s through discovering their unique leadership voice, creating space for purpose, or stepping confidently into their next chapter.

The qualities I want to embody this year are presence, curiosity, and courage—all essential for helping others grow and thrive.

The start of a new year is more than a date change; it’s a unique moment to reset and reconnect with our intentions. By pausing to reflect, you create the space to enter 2025 with purpose and possibility.

Take a moment today to stand at the threshold of 2025.

Reflect on the three questions above.

Together, let’s embrace 2025 with fresh eyes, bold intentions, and the qualities that will help us grow. I’m looking forward to seeing all that you achieve this year and if you’d like support on your journey in 2025 I’d be honoured to walk alongside you.

With love,
​
Sue

As 2024 comes to a close, it’s time to pause and reflect. Not just to look back, but to connect with what’s truly important, because we cannot step forward with clarity and intention until we understand where we are now and how we got here.

Reflection is a leadership superpower, and a strategic pause is your opportunity to embrace it. Taking time to reflect helps you reset, focus, and ensure that the decisions you make align with your values and purpose.
One practice I love is the GLAD practice by Donald Altman, which is a wonderful framework for reflection:

• G: Gratitude—What brought you joy?
• L: Learning—What lessons did you gain from challenges?
• A: Accomplishments—What are you proud of?
• D: Delights—What surprised and uplifted you?

When I look back on 2024 here are my reflections on my professional life:

• Gratitude: For the privilege of working with inspiring leaders and teams who model courage and authenticity – your courage to work on yourselves is what fuels my purpose.
• Learning: From moments of uncertainty and fear that I would not be able to ‘help’ a client, I deepened my understanding of how staying fully present allowed us to co-create new possibilities.
• Accomplishments: I’m proud of empowering leaders to embrace their executive presence and enhance their leadership impact, creating profound changes in their careers and organisations.
• Delights: Witnessing the joy of transformation as leaders lean into the power of connection, purpose and self-awareness.

So during this holiday season I invite you to pause, and reflect using this model: What are you GLAD for?

I’d love to hear your reflections so please feel free to share them via email.

Thank you for being part of my 2024. Together we have navigated change, embraced challenges and made incredible strides and I’m excited to see what we create together in the year ahead.
​
With love,
Sue

As the year draws to a close, the weight of constant demands seems to grow heavier. We’ve all heard the airplane safety instructions: “Put on your own oxygen mask before assisting others.” But how often do we live by that advice? For many professionals, year-end pressures magnify the relentless pace of work and life, leaving little time to recharge.

I see it in leaders who are burnt out—managing shrinking teams, adapting to constant change, and juggling personal commitments. The festive season, with its social obligations and family expectations, often adds to the pressure instead of easing it. Many were raised believing that asking for help signals weakness and that powering through every challenge is the only option. In today’s hyperconnected world, where responding to an email at 11pm feels mandatory, this mindset has become unsustainable.

Would you expect your car to run without refuelling or your favourite athlete to perform without recovery time? No? Then why expect it of yourself?

At this time of year, it’s especially important to manage your energy across four areas: Physical, Emotional, Mental, and Spiritual. Yet too often, we muddle through our days on autopilot, sustained by caffeine and skipping breaks to push through just one more task. And it’s worse now—when deadlines loom, annual targets demand to be met, and personal to-do lists grow ever longer.

Neglecting your wellbeing doesn’t just impact you. It ripples outward, affecting your team, your loved ones, and your ability to lead with impact. As a leader, you set the tone. When you prioritise your wellbeing, you inspire others to do the same.

What can you do?

The first thing I invite you to do is reframe self-care: Self-care isn’t selfish—it’s strategic. Start by taking small, meaningful steps to reset your energy:

• Schedule a pause. Block out time for reflection or a restorative activity.
• Reprioritise. Focus on what truly matters and let go of non-essentials.
• Set boundaries. Resist the urge to answer every late-night email.
• Connect with joy. Make space for what rejuvenates you, whether it’s time with loved ones or simply a moment of quiet.

The festive season can be a time of renewal, but only if you allow yourself the grace to rest and recharge.
As this year closes, reflect on how you’re showing up for yourself and others. How are you fuelling your body, mind, and spirit? Are you leading with intention? The best gift you can give—to your team, your loved ones, and yourself—is a healthier, more energised you.

Let’s Begin the New Year Strong

I work with leaders to create actionable strategies that boost energy and resilience, even during challenging times. If you’re ready to reclaim your energy and lead by example, let’s talk.
​
With love,
​
Sue

The stories we tell matter—the ones we share with others and the ones we quietly repeat to ourselves.
These stories carry our values and define how we view power, leadership, and our place in the world. They subtly shape our behaviours and interactions, often without us realising.

Stories don’t just entertain; they validate experiences, broaden perspectives, and challenge assumptions. I see this in action at Belvoir St Theatre, where I’ve been both a devoted attendee and a Board member.

Belvoir's commitment to inclusivity brings diverse voices—First Nations Australians, migrant communities, and the LGBTQ+ community—to the stage, giving their stories space to resonate. This inclusivity reflects my own values in leadership: authentic, open-minded, and focused on raising others’ voices.
​
When we see ourselves represented, we feel less isolated, and when we’re introduced to stories different from our own, we gain empathy and insight.

Leaders, too, can apply these principles by re-evaluating the stories they tell themselves. We all have personal narratives that shape our careers, whether consciously or unconsciously. By recognising these stories, leaders can understand how they’re shaping their perceptions of power, success, and influence, allowing them to lead with greater empathy and authenticity.

Recently, I invited clients and colleagues to Well-Behaved Women at Belvoir, a song cycle that reimagines the lives of trail-blazing women throughout history. It was a powerful exploration of perspective-shifting questions:

How does the story of original sin change through Eve’s eyes? What might Mary Magdalene have felt as the only woman at the Last Supper? How would Shakespeare’s sister have shaped literature if given the freedom he had? And why did an empty fruit bowl cause a media frenzy around Julia Gillard?

These questions serve as reminders to challenge the stories we accept.

In my work as a coach, I encourage leaders to reframe their stories. Consider: What stories have defined your journey? Are there outdated narratives that might be holding you back? How have your ideas about power and leadership been shaped by the stories you were brought up with?

Reframing the stories you tell yourself can be transformative, opening you to new possibilities, providing not only a fresh outlook on your potential but also inspiring those around you to do the same and increasing your impact as a leader.

Are you ready to explore your stories?

With love,
​
Sue

A former colleague recently asked me, “Sue, how are you always so positive?” I had to laugh because, as much as I might seem optimistic, the truth is I don’t always feel that way. I, too, have moments where everything feels heavy—stuck in that "bleh" mood. The difference is that I’ve learned how to shift my state quickly when I notice it happening.

But feeling "bleh" isn’t always bad. Sometimes, those low-energy moments are trying to tell us something. Before rushing to shake them off, it’s worth asking, “What’s really going on here?” Stress, overwhelm, or disconnection might be at play. Acknowledging these feelings can be a first step towards growth.

How Do I Shift My State?

While I try to recognise what lies beneath the surface, I also know how important it is not to stay stuck.
Here’s what I do to reset:

1. Get Curious About the Feeling
Before changing anything, I pause and check in with myself. Negative emotions are often valuable signals. Stress might mean I’m stretched too thin, or boredom could indicate I need a new challenge. Asking, “What do I need right now?” helps bring clarity before deciding how to act.

2. Break the Physical Stagnation
Movement helps me reset. Recently, I went bushwalking in the Blue Mountains, and the combination of moving through nature and fresh air did wonders for my mindset. Even if you can’t escape into the bush, research shows that simply standing barefoot on grass or gazing at a tree can improve wellbeing. It’s all about reconnecting with nature in ways that are accessible to you.

3. Choose What to Focus On
People often think positivity means ignoring the hard stuff, but it’s really about recognising what’s in your control and what isn’t. When I can’t control a situation, I remind myself to let go. By focusing on what I can influence—my attitude, my actions—I shift my energy where it matters most. This helps me feel more empowered, even in difficult moments.

4. Find Meaning in the "Bleh"
Those low moments can often point to deeper issues. Sometimes, feeling "bleh" signals that I’ve taken on too much or that I’m avoiding something. Instead of glossing over it, I explore the feeling. What’s it telling me? Often, this reflection helps me find the motivation for my next move.

A Gentle Reminder

While I might seem like the eternal optimist, I feel “bleh” like everyone else. The difference isn’t in staying positive all the time—it’s in knowing how to navigate those feelings and use them as a guide rather than a barrier.

If you’re feeling a bit off lately, I encourage you to pause, reflect, and shift—whether it’s your mindset or environment. Sometimes,the smallest changes make the biggest difference.

With love,
​
Sue

What happens when you’ve been frantically delivering to deadlines and then you’ve finally completed that project?

When there is a lull in the workload? Or rather, (because the to do list never goes away!) there is a lull in the urgency of what you’re working on?

Two clients raised this recently – the challenge of sustaining motivation when the pace has slowed down.

On the one hand they really wanted the pace to slow down because it was not sustainable in terms of their own wellbeing but on the other hand, they now feel like they are sitting in limbo and don’t know what to do with themselves.

Michelle* described how she couldn’t seem to settle on anything and subsequently feels like she has wasted her day. Rachael* talked about a lack of motivation, an inability to get enthused about anything. And the problem wasn’t that they didn’t still have many things to do, after all both women are CFOs in busy organisations.

Have you experienced similar responses?

Many of my clients have Achiever as one of their top strengths in the Clifton Strengthsfinder assessment and whilst this has been incredibly valuable in getting them to this stage in their career, as they are very action oriented and driven to get stuff done, it does have a shadow side (as does every strength) which can mean that unless they are delivering something tangible they become restless and dissatisfied.

Do you recognise this in yourself?

One of the challenges with this response becomes the need to keep ‘doing’ at the expense of creating space for new thinking to emerge. It is impossible to shift to a higher level of big picture thinking and taking a more strategic approach unless you consciously shift your approach.

So what could you do when you find yourself in this state of limbo?

• Take a break – our bodies and minds are not designed to constantly be running at a million miles an hour so taking time for rest and recovery is critical. Athletes do not operate at race day intensity every day and nor should you! As a corporate athlete you also need to pace yourself if you are going to be in your career for the long haul!
• Actively shift your focus to something outside of work entirely. Consciously focus on what you could do with some extra time with your family or to pursue a long-forgotten hobby – work less for a while with the knowledge that you will be busy again soon!
• Reframe what achievement looks like – creating new ideas and building strategy may require reading and talking to others both inside and outside of your own business without a tangible outcome right away.
• Reconnect with your purpose – spend some time dreaming about your aspirations and how you want to BE in the world

What has worked for you when you’ve found yourself in this state in the past?

If you’d like help to recalibrate your mindset around work and what being busy or successful means to you then let’s chat.

With love,
​
Sue

“In every walk with nature, one receives far more than he seeks.”

This quote by John Muir perfectly captures the transformative power of stepping into the natural world. Nature offers a shift in perspective and can stimulate clarity of thought.

I recently spent four days hiking the Larapinta Trail in Central Australia. The rugged terrain demanded my full attention, as the rocky path made it all too easy to twist an ankle. I found myself leaving behind the clutter of my mind and becoming fully attuned to my body. This shift in focus brought a sense of gratitude for what my body is capable of. When we slow down and immerse ourselves in the landscape, we realize how often we race through life without truly being present.

Walking through the vast wilderness made me think of the leadership metaphor of stepping off the dance floor and onto the balcony to gain a broader perspective. The breathtaking vistas of ancient land instilled a sense of awe. I felt small incomparison, but rather than feeling insignificant, I was uplifted by the deep connection to nature and its timeless beauty. It was like walking in "the land that time forgot."

At the same time, the small details of the desert came into focus—delicate flowers thriving in harsh conditions. This reminded me of our own resilience in the face of challenges. There is beauty all around, if only we take the time to notice.

I also felt privileged to walk in the land of Australia's First Nations people. Learning from Rayleen Brown of Kungkas Can Cook, who shared insights about bush tucker and the communities she works with, added depth to the experience.

The final hike up Mount Sonder began at 2:30 am, under cover of darkness. Walking in single file, with only the light of a headtorch, the climb was cold, windy, and outside my comfort zone. When the going is tough, focusing on one step at a time is the best approach.

At the summit, we were greeted by a stunning sunrise, illuminating the landscape in vibrant reds, greens, and browns. The journey back down was filled with a sense of accomplishment.

Like many of life’s journeys, this hike could have been done alone, but the company of passionate guides and like-minded travellers made the experience truly special.

“I only went out for a walk and finally concluded to stay out till sundown, for going out, I found, was really going in.” John Muir

My questions for you this week are:

• When do you take the time to look within?
• How do you find the space to shift between perspectives?
• How often do you step out of your office and reconnect with nature?
• Who are your guides and fellow travellers?

With love,
​
Sue

Am I being too authentic?

A client asked me this question, which prompted a reflection on whether that is even possible.

Having recently started in a new senior leadership role she was bringing all of her zest for life and desire to connect deeply with people to her new team, and some of them appeared to be rather overwhelmed by this approach, so she was wondering whether she should be “less authentic”.

For many people the idea of authenticity suggests that there is only one way of being their authentic self yet there are many theories which suggest we have multiple selves which opens the possibility that I can express myself in many different ways and they are all authentic, albeit context specific.

I find the concepts of inner parts very helpful in this regard – not in the sense of a multiple personality disorder (!!) but rather in the sense that I can say “part of me wants to go out dancing with my friends tonight and part of me would like a quiet night!”

When we see ourselves as multiple parts / selves we can see that those parts may choose to express themselves differently in different circumstances. This can also be reflected in 360 degree feedback when we see that various groups of evaluators perceive us quite differently – for example our direct reports may experience us as caring and nurturing whereas our peers may find us stand offish and aloof.

Through this multiplicity lens we may identify that when we are leading our own team our ‘caring self’ comes to the fore and when we are interacting with other senior leaders our ‘inner critic self’ comes out strongly, which causes us to remain distant.

Dr Paul Lawrence and Dr Suzi Skinner include ‘Know Yourselves’ in their model of wise leadership in their book The Wise Leader: A Practical guide for Thinking Differently About Leadership and they describe authenticity in this context as

“the extent to which our different selves are aware of each other and work together collaboratively.”

One of my clients was frequently highly critical with his colleagues yet in our conversations I had learnt that he was also coach of a junior sports team so we explored how he could bring more of his ‘coaching self’ to his work conversations so that he could encourage and empower people rather than berate them.

Welcoming all our various parts allows us to consider which parts of ourselves we want to bring more of to each interaction. All of them bring value in certain situations.

So no, I don’t believe my client was being ‘too authentic’ but she did need to work out ways to balance her more exuberant and loving self with her focused and thoughtful self in order to work effectively with this new group of people!

Which of your selves are the people around you experiencing? How might you encourage your selves to work together more effectively?

I would love to hear how this concept of multiple selves lands with you.

With love,
​
Sue