In today’s social media filled, fast-paced world, authenticity in the workplace and in our personal lives has become more difficult to come by. Business leaders must focus on the bottom line of profits and corporate success, but does that have to be at the expense of the authenticity of their employees? I believe it is quite the opposite. I know from my own experience that a culture of authenticity allows the hiring of a team that will bring their all to the workplace. That fosters innovation, creativity and a level of success that few companies dream of. Yet, fostering an environment where individuals feel secure enough to express their true selves remains a challenge. The importance of authenticity cannot be overstated — it is the foundation of trust, innovation, and strong relationships. However, creating such a culture requires intention, understanding, and actionable strategies. As part of this series, we had the pleasure of interviewing Colleen Slaughter.

Colleen Slaughter uses her expertise to guide international leaders as they attain the clarity, courage, and self-confidence necessary to realize higher levels of productivity and fulfillment in both their personal and professional lives.

Colleen’s purpose is to facilitate her clients’ transformation from limiting beliefs and self-doubts into a deeper, more powerful knowingness of how much they — and what they envision for themselves — truly matter. Her passion is instilling leaders with the clarity, courage, and confidence they need to uncover and live their highest purpose so the whole system can flourish and evolve.

Fostering human connection and compassion, and challenging conventional mindsets are ways Colleen creates impact. Clients often attribute her calm, open nature and her ability to articulate complex subjects in easy-to-understand terms as catalysts for meaningful insights, increased enthusiasm at work, and deepened relationships.

Colleen’s experience working abroad across diverse cultures and industries gives her an uncanny ability to help individuals achieve the deep, lasting transformation they need to flourish. Clients move toward real change through a clear understanding of their goals and by aligning intention and attention with their core values.

From being nicknamed “Miss Independent” at an early age to moving to Paris alone at 21 — with no money and without speaking the language — Colleen knows about making bolder moves. Yet she is no stranger to self-doubt, often saying that at one point in her life, it felt like she was surrounded by the word “no.”

Colleen considers herself a “rebel with a good cause,” meaning she doesn’t hesitate to go against the grain when the right-thing-to-do instinct dictates. Clients find her highly relatable and credit their ability to reconnect with their true, authentic selves to the trusting relationship established through their work together.

As a Senior Executive Coach, Top Team Facilitator, and Leadership Development Advisor, Colleen serves leaders and top teams focused on innovation, growth, leading through uncertainty, and making a positive difference, including the 2020 Nobel Peace Prize recipients, Fortune 500 executives, and startups.

.  .  .

Thank you so much for joining us in this interview series. Before we dive into our discussion our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I’ve always been fascinated with human development. As early as twelve years old, I was devouring self-help books. Later, I embarked on my own personal development journey. Becoming the best version of myself has always felt like part of my DNA.

Over twenty years ago, while witnessing the Price Waterhouse / Coopers & Lybrand merger firsthand, I became fascinated by how people were managed during massive transitions. As a “mere” secretary at the time, I realized I needed more credibility to influence change, so I pursued an MBA at HEC Paris — a nearly unheard-of leap in France.

Following HEC, I worked in Paris as a change management consultant, where I first heard about professional coaching. My body lit up just hearing about it. Eventually, back in the U.S., I attended the Newfield Network, a coaching school that emphasized embodied leadership. Midway through, I realized coaching wasn’t just a skill to add to my resume — it was my true calling.

Founding my leadership development practice allowed me to combine my two professional loves: human development and entrepreneurship. Along the way, I also deepened my facilitation skills, learning from inspirational figures like Gita Bellin. Given my own journey, helping women leaders to succeed has been a natural and joyful fit.

Can you share the most interesting story that happened to you since you started your career?

Applying to HEC Paris as a secretary stands out. It challenged others’ perceptions of what “mere secretaries” could achieve. I still remember the surprised faces of law firm partners and associates when they learned I was leaving to pursue a full-time MBA at such a prestigious school.

I share this story to remind anyone reading: You can create any reality you put your heart, mind, and soul into. The only real limitations are the ones we place on ourselves.

You are a successful individual. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1. Courage

I believe success is impossible without courage — the willingness to move forward despite fear.

Example: When I applied to HEC Paris for my MBA, I was a secretary at the time — a move virtually unheard of in France. I had no real “proof” I belonged there — only an inner knowing. Trusting that small voice, despite massive doubts, changed my entire trajectory.

2. Intuition

Trusting my inner guidance has steered me toward opportunities my mind alone could never have reasoned out.

Example: When I first heard about professional coaching, my body lit up. Logically, I could have dismissed it. Instead, I listened to that excitement — and it led me to my life’s true calling.

3. Resilience

Challenges aren’t optional — but how we respond to them is.

Example: During moments when it would have been easier to give up — whether after career setbacks, financial worries, or personal losses — I stayed connected to a deeper sense of purpose. That commitment to learning and growing through hardship has been a foundational pillar of my success.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a pivotal moment in your career or personal life when being authentic made a significant impact on your success or well-being?

One pivotal moment was during a leadership training program I was facilitating. Early in the session, I sensed a nervous, guarded energy in the room. Instead of pushing through with polished professionalism, I decided to share vulnerably about a leadership failure from early in my career — and how it humbled and shaped me.

Immediately, the energy shifted. Walls dropped. The participants began opening up about their own challenges and aspirations.

That day confirmed for me: Authenticity isn’t a risk. It’s a bridge. When we lead with our whole selves — not just our titles or accomplishments — we invite others to do the same. And that’s where real transformation begins.

How do you navigate the challenges that come with encouraging authenticity in a diverse workplace, where different backgrounds and perspectives may sometimes lead to conflict?

Encouraging authenticity in a diverse environment starts with holding two truths at once:

• Every voice matters.
• Shared respect is non-negotiable.

I’ve found that the key is setting clear agreements up front about how we listen, how we disagree, and how we repair when necessary.

When conflict arises (and it will), I invite teams to get curious rather than defensive: “What’s the underlying value or need driving this perspective?”

It’s amazing how quickly walls come down when we stop trying to “win” and start trying to understand.

Ultimately, authenticity doesn’t mean unchecked expression. It means honest expression — with responsibility, humility, and a commitment to growth.

Ok super. Here is the main question of our interview. Based on your experience and research, can you please share “5 Ways to Create a Culture Where People Feel Safe to be Authentic?” What strategies have you found most effective in fostering an environment where employees or team members feel safe to express their true selves, including their ideas, concerns, and aspirations? If you can, please share a story or an example for each.

Here are five ways to build authentic, thriving environments:

1. Model Authenticity from the Top

People won’t be real unless their leaders are real.

Example: At a global client organization, when the CEO began sharing personal reflections in company meetings — including mistakes and learnings — it dramatically shifted the culture. Employees began speaking up, asking questions, and offering ideas much more freely.

2. Celebrate Vulnerability, Not Just Victory

Reward not only achievements, but also brave attempts, thoughtful risks, and honest reflections.

Example: In a leadership program I ran, we closed sessions by celebrating “most courageous moments” — whether it was someone speaking up for the first time or admitting a mistake. This simple practice created deep bonds and built psychological safety.

3. Set Clear Agreements for Respectful Dialogue

Authenticity without respect becomes chaos.
Before diving into deep discussions, align on “how we will be together” — listening fully, disagreeing kindly, and assuming positive intent.

Example: One team I coached created a simple set of agreements posted in every meeting room. It shifted the tone from defensive debates to genuine dialogues.

4. Normalize Learning from Conflict

Instead of avoiding tension, frame it as a natural, healthy part of diverse collaboration.

Example: After a heated team disagreement, I facilitated a “conflict harvest,” where we named lessons learned and growth opportunities. Conflict, handled well, became a catalyst for deeper trust and innovation.

5. Anchor in Shared Purpose

When people connect to a mission bigger than themselves, authenticity flourishes naturally.

Example: One nonprofit team I worked with anchored every major meeting by re-reading their mission statement. This simple reminder helped keep egos in check and encouraged authentic contribution in service to a larger “why.”

In short: People feel safe to be authentic when they see that their full humanity — their strengths, their struggles, and their dreams — is not just tolerated, but valued.

And when that happens, not only do individuals flourish — organizations transform.

In your opinion, how does authenticity within an organization influence its relationship with customers, clients, or the broader community?

Authenticity within an organization changes everything about how it is perceived and experienced — by customers, clients, and the broader community.

When an organization operates authentically, it signals a few powerful messages:

• “You can trust us.”
• “We’re not hiding behind polish or pretense.”
• “We value integrity more than image.”

Authentic organizations naturally build deeper trust. And trust, once established, becomes the foundation for lasting relationships — with customers, with partners, and with communities.

People today are incredibly discerning. They can sense when messaging is performative versus when it’s deeply aligned with a company’s real values and actions. When an organization’s inner culture matches its outer brand — when how it operates behind closed doors mirrors how it shows up publicly — people notice. And they want to be part of it.

Authenticity also drives loyalty.
Customers are far more likely to stick with companies that are human, honest, and purpose-driven — even when mistakes are made — because they feel emotionally connected, not just transactionally tied.

Finally, authenticity has a ripple effect.
When organizations lead with transparency and heart, they inspire other businesses, industries, and communities to raise their standards too. Authenticity isn’t just good ethics. It’s good strategy.

In the end, the organizations that will thrive long-term are those that have the courage to lead not with spin — but with soul.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I already have! It’s about normalizing the experience of being an Adult Child of an Alcoholic.

This is a topic no one talks about — and yet it affects 25% of the global population. Just as discussions around LGBTQ+ rights have evolved, it’s time to shed shame and silence around this issue too.

Through my recent master’s thesis at INSEAD, I show how Adult Daughters of Alcoholics in the workplace can shift their self-beliefs — unlocking powerful transformations.

If you’d like a copy of my thesis, please go here and scroll toward the bottom of the page to register: https://www.boldermoves.com/adult-children-of-alcoholics/.

When we bring our hidden stories into the light, we heal. And when we heal, we grow into the leaders and change-makers we were always meant to be.

In this way, I hope to become a kind of Sia or Alanis Morissette of the coaching world — helping others turn their pain into purpose.

How can our readers further follow you online?

I would love to stay connected! You can find me here:

• LinkedIn: https://www.linkedin.com/in/colleenslaughter/
• Newsletter — Bolder Move of the Week: https://www.boldermoves.com/weekly-bolder-moves/

Please reach out — I would love to hear how this article resonated with you.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

My pleasure!

I hope my words can spark hope, action, and greater impact.

Always happy to be in these kinds of meaningful conversations. 🌟

.  .  .

About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?

I’ve always been fascinated with human development. As early as twelve years old, I was devouring self-help books. Later, I embarked on my own personal development journey. Becoming the best version of myself has always felt like part of my DNA.

Over twenty years ago, while witnessing the Price Waterhouse / Coopers & Lybrand merger firsthand, I became fascinated by how people were managed during massive transitions. As a “mere” secretary at the time, I realized I needed more credibility to influence change, so I pursued an MBA at HEC Paris — a nearly unheard-of leap in France.

Following HEC, I worked in Paris as a change management consultant, where I first heard about professional coaching. My body lit up just hearing about it. Eventually, back in the U.S., I attended the Newfield Network, a coaching school that emphasized embodied leadership. Midway through, I realized coaching wasn’t just a skill to add to my resume — it was my true calling.

Founding my leadership development practice allowed me to combine my two professional loves: human development and entrepreneurship. Along the way, I also deepened my facilitation skills, learning from inspirational figures like Gita Bellin. Given my own journey, helping women leaders to succeed has been a natural and joyful fit.

What’s the most interesting story since you began your career?

Applying to HEC Paris as a secretary stands out. It challenged others’ perceptions of what “mere secretaries” could achieve. I still remember the surprised faces of law firm partners and associates when they learned I was leaving to pursue a full-time MBA at such a prestigious school.

I share this story to remind anyone reading: You can create any reality you put your heart, mind, and soul into. The only real limitations are the ones we place on ourselves.

Can you share a pivotal moment that influenced your path to leadership?

It began with trusted people reflecting my strengths back to me: “You’re under-employed,” “You’re a true leader.” At first, those comments felt foreign. But over time, and with consistent encouragement, I started to believe them.

This external affirmation was mirrored by an internal knowing — the lightness I felt discovering coaching, the “yes” when moving to Paris, the deep resonance joining the Aberkyn network. Even during moments of doubt, signs kept showing up to stay the course.

Most recently, the sudden loss of my beloved Josh cracked me open even further. That profound love and heartbreak deepened my commitment to lead with even more compassion and humanity.

My leadership journey hasn’t been a straight line; it’s been a continual unfolding shaped by resilience, purpose, and love.

None of us can achieve success without some help along the way. Is there someone you’re grateful to for helping you get where you are?

Absolutely. My life and work have been deeply shaped by my time with Gita Bellin and Lisa Doig. Initially, my ego resisted their teachings, but thankfully, my desire for growth won out.

Both women “live the work,” embodying purpose and radiance. Their guidance, patience, and unconditional love have been pivotal. Thanks to their example, I aspire to help others transform with the same grace and authenticity they modeled for me.

Is there a particular book that had a major impact on you?

One particular talk — Marisa Peer’s Crash Course for Phenomenal Success — has been life-changing. Hearing “I am enough” grounds me. It reminds me that true leadership starts from wholeness, not striving. When we lead from that place, we inspire others to shine in their own unique ways.

What’s your favorite “Life Lesson Quote”?

Maya Angelou’s quote:

“People will forget what you said, people will forget what you did,
but people will never forget how you made them feel.”

This idea profoundly shifted how I show up. Early in my career, my directness sometimes alienated people despite my good intentions. Focusing on the experience people have with me helped me become not only a more effective leader, but a more compassionate human being.

How have you used your success to make the world a better place?

My definition of success is making the world a better place. Through coaching from my own lived experiences, I help leaders — especially women — rise beyond self-doubt and into their true calling.

Whether working with Adult Daughters of Alcoholics or coaching executives, my focus is always on service. When we make it about lifting others, the “me-me-me” worries fade, and real change happens.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. According to this report, only about 31.7% of top executive positions across industries are held by women. This reflects great historical progress, but it also shows that more work still has to be done to empower women. In your opinion and experience what is currently holding back women from leadership and management?

In my experience, what often holds women back isn’t a lack of ability — it’s a combination of external barriers and deeply internalized patterns we are only now beginning to fully name and heal.

Many workplace systems were simply not designed with women’s leadership styles in mind. Historically, leadership was defined by traits like visibility, assertiveness, and competition — while undervaluing collaboration, emotional intelligence, and quiet strength.

Today, as women rise, we’re not just stepping into existing leadership models — we’re reshaping what leadership can look like.

Another major barrier is lack of sponsorship. While mentorship is valuable, what women often need most is someone advocating for them behind closed doors, saying, “She’s ready.” Without this advocacy, even highly capable women can be overlooked.

There’s also the internal landscape: years of subtle social messaging have left even brilliant women doubting whether they are “ready enough” or “good enough” to lead. But readiness, as I see time and again, is built through courage — not perfection.
The women I see thrive are the ones who dare to step forward before they feel fully ready.

Finally, we cannot ignore the pressure women face balancing careers with caregiving and emotional labor. It’s not simply about work-life balance — it’s about evolving systems that ask women to carry more without acknowledgment.

And yet, despite these challenges, women continue to rise. When women bring their full selves — their wisdom, compassion, and resilience — into leadership, they don’t just fill seats at the table.

We change the shape of the table itself.

The future of leadership is more human, more inclusive, and more heart-driven — and women are right at the center of that transformation.

This might be intuitive to you, but I think it will be helpful to spell this out. Can you share a few reasons why more women should become leaders and managers?

Absolutely — there are three core reasons why we need more women leading:

1. Because the World Needs More Heart-Centered Leadership

Today’s urgent global challenges — economic inequality, climate change, mental health crises — require leadership rooted in humanity and purpose.
Women often naturally lead with:

• Purpose over ego
• Collaboration over competition
• Long-term vision over short-term wins

By bringing more women into leadership, we build organizations — and societies — that are more compassionate, courageous, and future-ready.

Examples of women who lead with heart include:
🌍 Malala Yousafzai — Nobel Peace Prize Laureate, Advocate for Girls’ Education
🖤 Leena Nair — CEO of Chanel, Former Chief Human Resources Officer at Unilever
👏 Indra Nooyi — Former CEO of PepsiCo

Each of these women exemplifies leading with emotional intelligence, courage, and service beyond self.

2. Because Women Lead Exceptionally Well

Research consistently shows women leaders:

• Foster stronger team cohesion
• Lead with empathy and understanding
• Communicate transparently
• Create psychologically safe environments where others thrive

In fact, a Harvard Business Review study found that women scored higher than men on 17 out of 19 key leadership competencies — including resilience, initiative, and integrity.

Examples include:
🌍 Jacinda Ardern — Former Prime Minister of New Zealand (led her nation with extraordinary empathy and effectiveness during Covid)
✊ Melinda French Gates — Philanthropist, gender equity advocate, and Co-Chair of the Gates Foundation
💼 Mary Barra — CEO of General Motors, who is successfully driving GM’s transformation toward electric vehicles while reshaping its culture

3. Because Diverse Leadership Teams Perform Better

Organizations with diverse leadership — including more women — outperform others:

• 21% more likely to outperform on profitability (McKinsey, Delivering Through Diversity)
• 27% more likely to create superior value
• 87% better decision-making in diverse teams versus individual decision-makers (Cloverpop study)

When leadership mirrors the diversity of the real world, businesses are smarter, more innovative, and better positioned for the future.

Here is the main question of our interview. Can you please share “5 Things We Need To Increase Women’s Engagement in Leadership and Management?” If you can, please share an example or story for each.

When we talk about increasing women’s engagement, it’s important to remember: Women are not lacking talent, ambition, or capability.

What’s often missing is the environment that unleashes their potential.

Here are five things we need to create that environment — with real examples:

1. We Need More Visible Role Models

“You can’t be what you can’t see.”
When women see others leading authentically, it expands what they believe is possible.

Example:
Early in my leadership journey, seeing senior women lead with empathy gave me permission to do the same — not just mimic traditional models.

2. We Need Authentic Sponsorship, Not Just Mentorship

Mentorship gives advice; sponsorship opens doors.

Example:
A senior leader once used his influence to advocate for me — opening opportunities I couldn’t reach alone. Advocacy changes trajectories.

3. We Need to Normalize Imperfection and Courage Over Readiness

Leadership isn’t about waiting until you feel ready — it’s about stepping forward anyway.

Example:
Before my first global keynote, every instinct said I wasn’t ready. But stepping up grew me into the leader that opportunity called for.

4. We Need Workplace Cultures That Value Humanity, Not Just Hustle

Organizations must celebrate emotional intelligence and long-term vision.

Example:
I worked with a company that added relational skills into performance reviews — and watched women (and men) rise and thrive.

5. We Need Safe Spaces for Women to Heal and Rise

Leadership often requires healing from past self-doubt and reclaiming voice.

Example:
One client, once riddled with self-doubt, rose into national leadership after working in a space where her authentic greatness was seen and nurtured.

At the heart of it:

Empowering more women leaders is about building spaces where women rise not despite who they are — but because of who they are.

Women’s leadership isn’t a trend. It’s a revolution.

And when women lead with courage and clarity, they don’t just change companies — they change what leadership itself means.

In your opinion, what systemic changes are needed to facilitate more equitable access for women to leadership roles?

True systemic change — not just individual effort — is needed to create equitable access for women in leadership.

Here’s what I believe must change:

1. We Need to Redefine What Leadership Looks Like

For too long, leadership has been narrowly defined — rewarding dominance, constant availability, and competition.
True equity requires honoring other forms of leadership: emotional intelligence, collaboration, resilience, and long-term vision — qualities women often bring naturally and abundantly.

2. We Need to Redesign How We Measure Readiness and Potential

Leadership pipelines often reward visibility and self-promotion over true impact.
We must intentionally recognize quieter forms of influence, consistent team-building, and the ability to lead effectively through challenges — even if it’s not always the loudest voice in the room.

3. We Need to Restructure Workplaces for Real Life

Flexibility must not be seen as a “perk” — it should be seen as a leadership strength.
Organizations that prioritize balance and well-being not only retain more women but also elevate their most talented leaders across the board.

4. Sponsorship Must Become a Leadership Responsibility

Mentorship matters, but sponsorship changes lives.
Leaders must actively advocate for women, putting their names forward for critical opportunities and championing them behind closed doors. Equity will not happen by accident — it demands deliberate action.

5. We Must Reframe Success Around Impact, Not Image

Women and all leaders should be valued not by how well they fit an outdated mold, but by the meaningful difference they make: in results, in culture, and in people’s lives.

In short: Equity in leadership isn’t about women reshaping themselves to fit outdated systems. It’s about evolving the systems to finally recognize and reward the full, transformative power of women’s leadership.

What strategies have you found most effective in mentoring and supporting other women to pursue leadership positions?

One of the greatest joys of my career has been mentoring women to step into leadership — often into spaces where they didn’t yet see themselves.

Over time, I’ve found a few strategies especially powerful:

1. See Their Greatness Before They Do

Often, women hesitate not because they aren’t ready — but because they can’t yet see the leader they already are. One of the most effective strategies I use is consistently reflecting back the strength, vision, and brilliance I see in them.

Example:
I once worked with a woman quietly transforming her organization behind the scenes, yet she didn’t view herself as a “real” leader. By naming her impact and encouraging her to apply for a promotion she initially resisted, she rose — and today, she leads a national division.

2. Normalize Fear (and Encourage Action Anyway)

Fear isn’t the enemy — thinking we’re the only ones feeling it is.

I share openly that fear, doubt, and imposter moments are part of everyone’s leadership journey. The goal isn’t to eliminate fear — it’s to move forward alongside it.

Example:
Before a major speaking event, a brilliant client wanted to cancel due to nerves. We reframed her fear as evidence she was stretching into her next level. She went on to deliver a powerful talk — and earned new leadership opportunities as a result.

3. Sponsor, Not Just Mentor

Advice is valuable. Action changes lives.

I look for real-world opportunities to introduce, recommend, and advocate for women — especially in rooms where they aren’t yet present.

Example:
Whenever I’m invited to projects or leadership circles, I make it a practice to bring another woman’s name forward — especially women whose talent deserves broader visibility.

4. Model Imperfect, Authentic Leadership

Perfection isn’t the goal — presence is.

By sharing my own mistakes and lessons learned, I create spaces where others can lead more freely and authentically.

Example:
During a leadership program I facilitated, I opened by sharing a personal story of doubt and failure. That vulnerability shifted the entire room — suddenly, the women there felt free to take courageous risks and claim their leadership.

5. Anchor Their Purpose, Not Just Their Performance

True leadership grows stronger when it’s anchored in “why” — not just “how well” we perform.

Example:
One woman I coached discovered that her true mission wasn’t about status — it was about creating workplaces where others could thrive. Once she connected with that purpose, her leadership became unstoppable and deeply inspiring to others.

How would you advise a woman leader about how to navigate the challenges of being a woman in a leadership role within a male-dominated industry?

I have coached many women leaders in male-dominated industries (which, frankly, most industries still are!).

One poignant example comes to mind: A senior leader at a major plastics company shared how, early on, she felt pressured to “blend in” by making decisions the way she saw men doing. Ignoring her intuition, she hired a candidate who looked perfect on paper — but quickly regretted the choice.

This story highlights what I see so often: When women deny their intuition to fit a mold, they dilute their own brilliance.

The key is not to become “more like them.” It’s to become more fully ourselves.

When I work with women leaders, we focus on compassionately shifting limiting beliefs and gradually expanding their comfort zone.

Authenticity — amplified — is where true leadership power lies.

Leadership, like yoga, invites us to stretch — not to become someone else, but to become more fully who we already are.

How do you balance the demand for authoritative leadership with the stereotypical expectations of female behavior in professional settings?

One common pitfall empathetic leaders face is being mistaken for “soft” or “non-results-driven.”

But the idea that empathy and results cannot coexist is pure myth.
In fact, it’s precisely through empathy that we can drive even greater impact.

Jacinda Ardern, former Prime Minister of New Zealand, is a shining example of this.

Here’s what I advise:

• Own your empathy fully – Don’t dim it to appear “tougher.”
• Understand empathy correctly – It means demonstrating respect for how others feel, not changing how they feel.
• Lead with both heart and spine – Set clear boundaries and make tough decisions with empathy, not instead of it.

Finally, extend empathy to yourself.
Allow yourself to succeed, to dream bigger, and to lead boldly — not just for others, but for your own fulfillment too.

Empathetic leadership, when paired with clear results, becomes an unstoppable force for good.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.

I already have! It’s about normalizing the experience of being an Adult Child of an Alcoholic.

This is a topic no one talks about — and yet it affects 25% of the global population. Just as discussions around LGBTQ+ rights have evolved, it’s time to shed shame and silence around this issue too.

Through my recent master’s thesis at INSEAD, I show how Adult Daughters of Alcoholics in the workplace can shift their self-beliefs — unlocking powerful transformations.

When we bring our hidden stories into the light, we heal. And when we heal, we grow into the leaders and change-makers we were always meant to be.

In this way, I hope to become a kind of Sia or Alanis Morissette of the coaching world — helping others turn their pain into purpose.

How can our readers further follow your work online?

I would love to stay connected! You can find me here:

• LinkedIn: https://www.linkedin.com/in/colleenslaughter/
• Newsletter — Bolder Move of the Week: https://www.boldermoves.com/weekly-bolder-moves/

Please reach out — I would love to hear how this article resonated with you.

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.

My pleasure!

I hope my words can spark hope, action, and greater impact.

Always happy to be in these kinds of meaningful conversations. 🌟

.  .  .

About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.