136. Quietly Powerful Leadership: Megumi Miki on How Introverts and Quiet Achievers Thrive in Workplaces

Serena Low sits down with leadership expert Megumi Miki to explore what it means to be a quietly powerful leader — and why organisations in Australia and beyond can no longer afford to overlook quiet talent.

Megumi is the award-winning author of Quietly Powerful: How Your Quiet Nature is Your Hidden Leadership Strength and a leadership, culture, and diversity consultant with over 20 years of experience. In this episode, she challenges the outdated “hero leader” model and reveals how spaciousness, presence, and humility are reshaping what effective leadership looks like in today’s uncertain world.

Who This Episode Is For

This conversation is essential listening for:

• Introverted professionals in Australian workplaces
• Quiet achievers aspiring to senior leadership
• Leaders who feel exhausted by performative confidence
• Organisations wanting to cultivate inclusive leadership
• Anyone navigating visibility without sacrificing authenticity

What You’ll Learn in This Episode

1. Why the “Hero Leader” Model Is Failing Organisations

2. The Three Attributes of Quietly Powerful Leaders

3. Why Asking the Right Question Is More Powerful Than Having the Right Answer

4. The Danger of Boxing Yourself In as an Introvert

5. What Organisations Must Do to Stop Wasting Quiet Talent

Quietly Powerful Leadership Cards

In addition to her book, Megumi has created Quietly Powerful Leadership Cards — tangible, accessible tools designed to spark reflection and practical leadership growth.

Connect with Megumi Miki

You can explore Megumi’s book, leadership programs, interviews, and Quietly Powerful resources through her official website https://megumimiki.com/.

Work with Serena

If you’re an introverted woman leader ready to become more visible and influential without performing extroversion, I invite you to apply for a SEEN Executive Calibration. 45 minutes via Zoom. Diagnostic, not selling. Root causes, not symptoms.

Apply HERE.

Work with Serena Low at serenalow.com.au. 

Loved this episode? Leave a review to help other Quiet Warriors find the show.

This episode was edited by Aura House Productions

Transcript

Welcome And Meet Megumi Miko

SPEAKER_00 0:02

Hello and welcome. My guest today is Megumi Miko. Megumi is a Japanese Australian speaker, author, and consultant in leadership, culture, and diversity and inclusion with an earlier career experience in strategy, economics, and finance. She is best known for her book of Quietly Powerful, How Your Quiet Nature is your hidden leadership strength, which challenges conventional assumptions about what it takes to be a successful leader. The book received the Australian Career Book Award for 2020 from RSA Oceania and Best Leadership Book of 2020 from the Australian Business Book Awards. Megumi supports clients to unleash their hidden talent and collective potential by examining their thinking and beliefs as well as providing practical strategies. Cornitua Megumi and welcome to the Quiet Warrior Podcast.

SPEAKER_02 0:58

Thank you so much, Serena. I'm delighted to be here. You've been doing such an amazing job with this podcast.

SPEAKER_00 1:04

Thank you. Thank you so much.

Why Quiet Leaders Get Overlooked

SPEAKER_00 1:06

So, Megumi, I want to take you back to the beginning and your journey to becoming a voice for quiet leadership. What were you noticing was happening in the workplace?

SPEAKER_02 1:18

There were sort of two parts to it. So something I was noticing in the workplace as a leadership consultant, and I've been doing leadership development and culture change and things like that for over 20 years now. So, you know, I've been observing for a while, but also personally as well, being a quieter person and I found my own struggles of being heard or being taken seriously, not only being quieter, but also being uh one of the few Asian um faces and female faces around, uh particularly when I was in management consulting in the earlier days of my career as well. So there's lots of my own personal experiences that I have um had triggered me to think about this uh this concept. But what I was observing as a leadership consultant, though, um I was being trained as a facilitator for a culture change program. And uh there were it originally there were probably about nine or ten people who were being trained in this, and uh I would say maybe one or two others were more like myself, a bit quieter and took a bit more energy to to do the work, and uh the others were loving it, like they love being in the centre of detention and you know, and and I love them, their energy is amazing, and I absolutely love how they worked, but it just didn't work for me, and it took me quite a long time to find my own feet and my own way of facilitating, and so that to me translated to leadership. Um, but the on the other hand, as I was meeting a lot of leaders as part of the work, I did notice that there were some leaders that I worked with, or I also worked for some leaders who were a bit quiet and I really loved working for them, but they didn't get noticed as much, or they didn't get spoken about about as much. And I thought, well, what a shame, because I find them really fantastic to work for. And then as soon as I started talking about it, other people said, Oh, my favorite leader was a quieter one. So I'm thinking we're missing something here, and um, and there was still sort of a uh, I guess, a stereotype of what good leadership looked like, and and it typically were the more visible, the more uh vocal, outspoken, dominant type of leaders. And I just felt, and this is you know, 10, 15 years ago, and I thought, you know, there's there's something really missing, and I really wanted to bring that out.

Spacious Leadership Over Hero Leadership

SPEAKER_00 3:52

What did you feel was the missing component? So we talked about the contrast between the quiet leader that some people would really resonate with and enjoy working with, and you also talked about people who whose energy naturally is louder, is bigger. What was this gap that was showing up?

SPEAKER_02 4:13

So uh I think both have fantastic traits if you can bring out the best of what you have, and of course there's everything in between too, so it's not like one or the other. Um, but what was missing for me in the whole world of leadership development, as well as um, I guess when we talk about good leadership and whether it's speakers or books or whatever the you know topic of leadership was about, uh, this idea of what about leaders who create more space for others? You know, the not the hero leader that was the center of attention, the one that was the one with the vision, the direction, everybody followed, you know, sort of lead from the front type of leadership tended to get more attention. Um, while as there are leaders who tend to create more space for others, and and one of the leaders that I actually worked for and interviewed was one of those people. He created so much space for others to really shine, do their own thing. And you know, if you needed help, you can go to him, but he really left you alone. And uh, and I I personally like that because I like to do my own thing and I don't like being told what to do. So um, yeah, just that that people who create space for others and they don't feel threatened by people who are potentially better at uh at certain things than those people. So it's like um, yeah, it's that spaciousness. And along with that spaciousness comes that ability to listen because they value those people, other people's ideas. Um, it also comes with that calming influence, also comes with that humility to say, well, I don't have all the answers, that's why you're here. You know, that kind of approach. I think um, yeah, I people talk about it, but when you actually look at who gets into the talent pipeline or who gets promoted, it doesn't seem to be as prominent. Um, also when people talk about what they feel they need to be like as a leader, they often talk about, oh, I need to speak better, that I need to um have a clear direction. Um and uh what's the other thing I was thinking about? Um, oh, I need to know the answers. That's a very common one. I need to have the answers. And so they've put on a lot of pressure on themselves when actually there are times, you know, of course you need to know some things, but there are times when it's actually okay to go, well, actually, I don't have the answers, and we can work through this together. So there's lots of things like that that I was seeing. And when you start to see leaders who do this well, and these are the quietly powerful leaders that I interviewed, you unleash more of the talents of the collective, not just the leader themselves. So it becomes more of a collective effort.

SPEAKER_00 7:11

I like that you mentioned it's a collective effort because when you when you started this discussion at the you're talking about those types of leaders with a hero model or the hero mentality, that becomes a lot of pressure on one person. Absolutely. Yeah, but it also brings out you know the potential of that downside of an ego-driven leader who is all about themselves, all about their agenda. And then there isn't that spaciousness that you were alluding to, yeah, which allows other people to shine as well. Yeah, yeah, for sure.

SPEAKER_02 7:41

Yeah,

Saying I Do Not Know Frees Teams

SPEAKER_02 7:42

no, there's actually a specific example I remember where there was a leader who was very well respected, and he wasn't he was a really good leader. Um, but I got invited to facilitate an offsite with the leadership team. And I remember he was sort of struggling to go, well, I have this really talented team, and they're not contributing the ideas that I wish they would, and I know they have them, and you know, so he was really struggling with this idea of he didn't want to be that hero, sort of, you know, that that sort of leading from the front kind of leader, but he didn't know how to get out of that pattern because that's the pattern they fell into. And um, and part of it was not it wasn't just about being uh an extrovert or anything like that, he was actually probably more of an introvert, but he was seen as the one who knew. He was the one that was intelligent and he was, and uh he knew a lot of things, and so the team kind of looked to him all the time. And I noticed that even as we were having discussions, that everybody would look at him as soon as there was a question or a problem. And so through the discussion I had I had with the head of this team, I said, Well, how about you try a little experiment and say something like, I don't actually don't have the answers to this particular problem? And when he did that, to his credit, you know, he was humble enough to do that. Um, the it was like the floodgates opened and the whole team started going, oh, well, what about this? What about that? And and it really did bring out the best in the team. So that's a specific example that I still remember from many, many years ago of how powerful this approach of collective wisdom mining, if you like, can be.

SPEAKER_00 9:28

I'm glad you mentioned the word humility, because I think that's a very important component of the acquired leadership or the healthy leadership model. Yes, where it's not all on one person. But at the same time, I think it's both systemic as well as individual, isn't it? That the system creates that kind of pressure and that those stereotypes, which are then reinforced at a personal level by each person interpreting it in their own subjective or biased way and thinking I need to have all the answers. So if I don't have all the answers, there's something wrong with me.

SPEAKER_02 10:00

Yes, yes, definitely. And I'm sure you've coached people like that and I've coached people like that who um feel that pressure and and actually that's the thing that holds them back because they feel like they can't ask a question or they feel like they have to have all the answers.

SPEAKER_00 10:16

Yes, which is very unfortunate for the ones as the quiet achievers who are aspiring or working hard towards getting their promotion but keep getting knocked back because they are told they haven't got strategic communication skills, they don't have the executive presence, and all the time they are busy trying to be more perfect and do more when actually the the team, the management team is looking to them to lead more and to show more of their judgment.

SPEAKER_02 10:44

Yes. And

The Power Of One Great Question

SPEAKER_02 10:46

sometimes in that instance, I was thinking rather than having the answers, it's sometimes the person who asked the best question is the one that has the greatest influence, I find.

SPEAKER_00 10:58

Can you talk to us more about that? What do you think about it? What is a good question?

SPEAKER_02 11:02

Yeah, so I'm just thinking of times where I've been working with the leadership team and they'll be talking about about various things, and sometimes it goes around in circles and they sort of get drowned in the problem, and there might be one person that sort of steps back and goes, I'm just thinking about you know, blah, and and I'm not sure whether we're talking about this, or what what are we missing here, or um, you know, what are we actually trying to achieve here, or what's the real problem here? What are we not talking about? You know, those sorts of questions can go, oh, hang on a minute. And it can completely changes the direction of the conversation. And to me, that's huge influence rather than somebody who's trying to input into the whole mix of this conversation. And um, I've seen you know quieter members of the team do that, and it's very quietly powerful in my view.

SPEAKER_00 11:57

That's an excellent strategy for the quiet listeners who are thinking, how can I be more visible? How can I show that I'm being more strategic? Because actually, by virtue of being such excellent listeners and observers, they already have those questions on the tip of their tongue. But sometimes they hold themselves back. And I noticed you mentioned that in your book as well, that you know, this tendency to hold back and not articulate, not say what's on our mind and wait until the perfect moment, but then it never comes because you know how quickly meetings move on, the agenda moves on, and then you miss that opportunity to say something.

SPEAKER_02 12:33

Yeah, yeah. There's also the pressure of time as well. I think there's um, you know, there's no space in terms of maybe if I asked a question, it might take the conversation somewhere else and we might not finish the agenda or you know, things like that. So it is not, it's not easy and it's not valued enough, um, those sort of moments of pause and asking questions and really interrogating the conversation. So, so I do get that pressure of, you know, oh, maybe I shouldn't say this right now. But there's there's definitely value if you can find the right time to either ask the question that hasn't been asked that needs to be asked, or making an observation about the dynamic or how the conversation's going. Um, so I think by listening and being really present, that's the power that you can bring in as a as a quieter person.

SPEAKER_00 13:28

Yes. I noticed you mentioned the three key attributes in your book.

Comfortable Present Purposeful Quiet Influence

SPEAKER_00 13:34

Um one was being comfortable, one was being present, and one was being purposeful. So what is what does being comfortable mean?

SPEAKER_02 13:43

Yeah, so it's interesting. I chose comfortable rather than confident. And I I know we're gonna get to that conversation around confidence, but I chose the word comfortable because that's what I felt from the quietly powerful leaders as I interviewed them. So I interviewed to write the book, I interviewed 29 leaders, and now I've interviewed like 50 or so, and and every time I just feel this not that overt, sort of confident, visible confidence or anything like that, but what I feel and see is just they're just relaxed, they're just comfortable, and they share things that maybe you know about a weakness of theirs or something that they didn't do so well. Because I do ask the question about you know what what's been challenging for you being a quieter leader, and they they're quite happy to share. And so to me, that feels like comfortable more than confident, if that makes sense. Yes. So, and I think that's really powerful because being comfortable helps you to be more authentic, more present, more um able to share both strengths and weaknesses without any sort of ego behind it, if you like. It's like, oh, this is who I am, and you know, if you like it, great. If you don't, then great, it's fine, you know. So that's that, that's the comfortable that I mean. Okay.

SPEAKER_00 15:12

I I like that it's less than the confidence which feels very performative and very pressurizing.

SPEAKER_02 15:19

It can be, yeah, it can be. I think what this comfortable is, it's it's a real sort of inner quiet confidence. So it doesn't show necessarily on the outside, but it's inside that that things that they'll be okay regardless of what happens. I think it's that sort of feeling, which I named a comfortable, but you could call it that inner confidence.

SPEAKER_00 15:42

Yes. I like I like that concept of the quiet confidence, it doesn't have to be outward, but you can feel it. I think you can feel with that person who has that quality, the energy is different.

SPEAKER_02 15:54

Yes, I agree, I agree. Yeah, so when we're when we're talking about confidence, there there's so many different versions of confidence, isn't there? So you know, there's the outward confidence as most people think about, but there's also that inner confidence, the quiet confidence. There's it's almost like that that calm that is coming from the inside rather than just that that feeling of um, I don't know, it's it's not just the outside.

SPEAKER_00 16:24

Yes, I think it's a blend of both. We we tend to perceive people based very much on the outside, the package, the appearance. But when somebody brings that kind of steadiness, this calmness to uh to a situation, to a meeting, that's it's harder to quantify, but you can feel the difference.

SPEAKER_02 16:45

Absolutely. Yeah, harder to quantify, not necessarily noticed by everybody, which is probably why that quality gets overlooked.

SPEAKER_00 16:57

So then the natural question would be for someone who is whose style of leadership is like that, who is quieter, but at the same time they're being told they need to be visible in order to get promoted. What would you recommend that they do?

SPEAKER_02 17:12

And I think that's why I spoke about those three attributes about being comfortable, present, and purposeful. So I think the comfortable helps you to bring that inner calm or inner confidence. Um, and then what how that can manifest on the outside is well inside and outside really is that presence. So by being uh present, you're present and being with people, but people start to feel that even more when you're fully present in interactions, um, you're really listening and you can hear what people are saying and you can use what people are saying as part of the conversation. Um, I think sometimes we underestimate the energy required for listening, where um if you saw somebody who's a really good listener, you start to see how poorly we regularly listen, if that makes sense. You know, I've had workshops where I've run it or somebody else has run it, where we do listening exercises or attention exercises, and um you start to see how what good looks like and realize how little we do that. And um, you know, so that that level of presence where people really feel seen and heard, um, that has an impact and it builds trust, which actually adds to influence because when you're trusted, people listen to you more and they they're more likely to be influenced by you. You know, people usually don't listen to people who they don't trust. So there's that, and then being purposeful is actually about um, if you need to be visible for whatever you're trying to achieve, you're coming from the place of that purpose rather than look at me, look at me, you know, it's all about me. So I think that's much easier for a naturally quieter person, and I encounter myself in that where I do what I do for a purpose for helping other people. If it helps one other person, then then I'll do it because it's worthwhile. Well, if it's if it's all about you know, me and and you know, Megumi needs to sort of be visible, that that doesn't make me feel great, so I don't do it.

SPEAKER_00 19:31

Thank you for for illustrating and illuminating those three points being comfortable, being present, being purposeful. So

Introvert Labels Useful Or Limiting

SPEAKER_00 19:39

is there any benefit really into these labels of introvert, extrovert, ambivert?

SPEAKER_02 19:46

Um, for awareness purposes, I think it's useful to, you know, you do those profiling tools and things, and you come out with a score, and you know, okay, I'm sort of somewhat introverted, and and it gives you some descriptions what that you can use to think about how you might describe yourself in interviews, or it might be really thinking about okay, so I can show up like this and I might be misunderstood for these reasons. So, again, it's all that awareness I think is very helpful. Um, I've certainly used a number of tools, and there's one that I use that I really like, um, and I use it with my coaching clients, and it's very helpful as a starting point for awareness. But if you just stop there, then I think it becomes a little bit limiting. So if you label yourself you're an introvert, and you go, you're an introvert, therefore you're like this, totally not useful because you box yourself in. And firstly, there are a whole range of different types of introverts. Um, I think we talked about this when we were having a conversation beforehand about you know, I'm not I'm not so much of a bookworm. And when I was reading um Susan Kane's Quiet, and she talked about how much of a bookworm she was, I'm thinking, oh well, I don't quite resonate with that. But there were other aspects, you go, yep, that's me. And and so there's a range of different aspects to introversion as well. I know of introverts who are so gregarious that people think they're extroverts, but it's because they love to act and perform. And you know, there are many actors and performers who are highly introverted, but they just love that that creativity of performing and singing and acting and being a comedian and all of these things. So I think it's it's very dangerous to box yourself in. Um, because especially if you're an individual and say, Well, I'm an introvert, therefore I'm like this, then you limit yourself from trying as well.

SPEAKER_00 21:54

And we don't know how far we can go until we try something we've never done before. Exactly. Yeah. So I'm I'm really glad you mentioned the different kinds of introverts because not all our listeners may be aware. So I think if if I read correctly, they are the the kind that you just mentioned who love performing. I think there's a they're called social introverts, perhaps, people who really thrive around being with other people. And then they are the reserved introverts, they are the anxious introverts and so on. So yes, I think it's you're right, it's very important to you know to know which flavor of introversion we're more drawn towards. But at the same time, more it's more from an awareness perspective, that's right, maybe a self-identifying perspective is that's if that's helpful, but not for um not to exclude other possibilities or to exclude that we can change and we can grow.

SPEAKER_02 22:42

Yeah, yeah. I think if you start making excuses based on your profile, that's a real limiting factor. Or if other people start to pigeonhole you and say, well, you're like this, um, then that's a problem as well. So it is a a risk when I run team sessions with personality profiling tools. So I'm I'm always saying it's not an excuse, it's not a tool for pigeonholing, it's just a tool for starting a conversation with a different way of understanding each other. So that I think that's really important to highlight.

SPEAKER_00 23:16

Yes, that's a very good distinction, an important one.

Cultivating Quiet Talent In Organisations

SPEAKER_00 23:19

So, what can organizations do, given how you know everything is very uncertain, very complex these days, and lots of people are being laid off. What can organizations do to better cultivate their quiet talent and not waste the talent that they have?

SPEAKER_02 23:36

Well, I think the first and foremost thing is to really think about what kind of leadership and diversity of leadership do you need, given the context we're in, of uncertainty, of you know, lots of chaos and and uh lots of change. If you think that you're going to survive as an organization with the typical style of leadership, I think that's greatly mistaken. Because if you go going back to the original conversation about that hero leadership, if you're stuck with the majority of people having that sort of leadership, it's quite possible that the hero leader doesn't quite fully understand or appreciate the the external context. And if they're not able to cultivate the collective wisdom, they could be actually taking the whole organization or team down the wrong road. So that's that's a real um danger. Whereas if you diversify the styles of leadership, you might have some leaders who are a bit more sort of leading from the front and some others saying, hang on a minute, let's just ask this question, or you know, what have we not talked about? What are we missing? Those sorts of leaders, um, and then also leaders who are able to create that space for the collective wisdom to emerge, then you've got a much better chance of as an organization to find different ways to navigate the change, the uncertainty. So I think that thinking about what kind of leadership do we need needs to evolve further. I know it has been evolving, but I think it can evolve a bit further. Then you can start to go, okay, if we want this sort of diversity of leadership, then who would who do we have and and who have we missed to date? Then you can start to actively look for what kind of leaders do we want and and what have we missed in the past? Um, or can we start to look differently so we can spot some of the leaders who might have been hidden or overlooked? Um, and then develop leaders, not in a um in a traditional sense of you know, lots of focus on confidence or presence or speaking or those sorts of things, that there's actually other leadership qualities that are worth cultivating, things like presence about, not the executive presence style of outside external presence, but the internal presence, the the presence to be with others, um, to the presence to notice what's going on, um, as well as um listening, as well as finding that um that calm, grounded sort of approach to things. Um, I think there's lots of things like that that are, as you said, less quantifiable, less visible, less um not as easy to understand, but I think they're the qualities and skills that are much more needed now.

SPEAKER_00 26:39

I agree with you. So we've talked about the the importance of leaders creating spaciousness, and you've talked about the importance of organizations having that perhaps a larger, maybe a macro perspective of where the organization needs to be going, and then asking more specific questions around who in their talent pipeline can fill those roles or who have they been overlooking, who are the hidden talent that you mentioned. And at the micro level, I think, for the quiet achievers as well, it's also important for them to start with the awareness but not to sort of stop there, to recognize that they have a lot of quiet strengths that are very, very useful, very valuable, and to use those to perhaps demonstrate leadership in different ways other than what's traditionally expected. And not to get discouraged if you know they there is still sometimes the organization has a tendency to perceive or to judge people according to how uh externally focused they are or how how well they are performing in a certain way. So there is still that gap there that needs to be uh addressed and needs to be minimized. But hopefully we're moving in the right direction with the help of people like yourself who are working in this actively in this space. And so,

Cards And Tools For Daily Practice

SPEAKER_00 28:05

in a in addition to your book, I also want to mention that you have now your leadership, your quietly powerful leadership cards. Right here. Yes, I can. I've got my own set here too.

SPEAKER_02 28:18

Yeah. Yes, so I created these cards because um, you know, I have a range of different things that I do from programs to organizational programs to individual coaching and so on. Um, I even have little online mini courses and things like that. But I just thought, is there something that's firstly accessible in terms of the cost, but also something physical? I really wanted to create something physical because there's so many things that are digital, and you know, you have to sit in front of a screen and you know, listen to things and do all these things. And I thought, what if there's something that's a bit more tangible and you can put it on your your fridge or you know, something like that, you can carry it around and things like that would be really helpful. Yes. Yeah, and I you know, I you learn from visuals, like I do like visual things and reminders and things like that. So I thought maybe something like that will be quite um helpful for some people. So that's why I decided to create it.

SPEAKER_00 29:18

Well, you'll be very pleased to know that one of my favorite clients uses that at work now. So every week she brings up a different card and she pins it up on the board, and so that becomes their guiding theme for the week for the team.

SPEAKER_01 29:30

Oh, that's fantastic to hear. I love that. Oh, so glad.

SPEAKER_00 29:35

Yes, so fantastic work, Megumi. Thank you so much. Thank you. For everything you've been doing in the corporate space on the individual level as well, helping us understand, you know, how talent is being wasted, how talent is being overlooked and hidden. But also, I think it empowers people at the individual level, the quiet achievers, to start looking at themselves differently and not aspire to somebody else's idea of what leadership should look like, but also to look inside their own reserves and their own natural strengths and how they can use that in a more optimal way to serve the collective good and also to, of course, to advance their own careers.

SPEAKER_02 30:14

Yeah, absolutely. I would also encourage people to look for people who are different to the traditional ways of leading. Because I I've been really amazed at as I was starting to interview these quietly powerful leaders, the more I started to talk about it, the more people would tell me, oh, you need to interview so-and-so. So they do exist already. It's just that because they're not in your face, they're not loud, you don't notice them as much. But when you actively look for them, they do exist. And then you can start to learn from them and uh watch what they do to use their quiet nature as their leadership strength. Of course, I've got all the interviews as well if anybody's interested to watch some of the real live quietly powerful leaders and how they lead.

SPEAKER_00 30:59

Yes, fantastic. So we'll make sure to have your website as well as the links that you sent with all these additional resources in the show notes for our listeners so that they can explore more of what it means to be quietly powerful for their own teams, their own organizations, and for their own professional advancement. So thank you so much, Megumi, for coming on the Quiet Warrior Podcast today. Thank you so much. If you're

Invitations To Community And Coaching

SPEAKER_00 31:24

ready to be seen without having to perform extroversion, come join me on the Invisible Introvert community at serenaloe.com.au. See you on the next episode. High performing introverts with leadership ambition don't lack competence. What many of them lack is a psychologically safe and sustainable pathway to visibility and leadership. If you're successful on paper, but still feel unseen, overextended, or quietly stuck at the same level despite everything you've achieved, the scene executive calibration was designed for you. It helps identify the deeper patterns that may be affecting how you communicate, advocate for yourself, lead, and show up professionally. You'll find the link in the show notes.