Speak Your Mind Unapologetically Podcast

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She Stopped Leading With Her Title and Started Saying "I'm a Technology and Business Diplomat." People Immediately Wanted to Know More. Equifax SVP D'Lovely on Networking, Personal Boards, and Career Infrastructure

She was laid off twice. Both times, by the time the hiring manager called her, three or four people at the company had already been talking about her. Not because she got lucky. Because she had spent months having breakfasts, following up on cold contacts, asking questions instead of pitching, and making it easy for people to pass her name along. One of those contacts had been on a month-long holiday — not ignoring her. She kept following up. They finally had lunch. That person said: "You're the real deal." She talked to people. The hiring manager called within a month.

D'Lovely is SVP of Product, Data and Analytics, and Technology Planning and Execution at Equifax, a finalist for Woman of the Year in Engineering by the Women in Technology organization, and the person who calls herself a "Technology and Business Diplomat" — a title that took years to develop and immediately makes people want to know more.

In this episode, she breaks down how networking actually works as a career infrastructure system, not a social obligation.

You'll learn:

Why being laid off the first time forced her to admit her network wasn't working — she was going to events and talking to people, but she wasn't being methodical. What changed after that realization and how she got both subsequent roles entirely through network relationships.
The five-week story: how she targeted a specific company, got stonewalled on LinkedIn, shifted to building relationships across the organization, finally got a lunch, listened more than she talked, and had the hiring manager call her a month later saying people had been talking about her.
Why "I need a job" is the wrong thing to be broadcasting in your network — and what to ask for instead. Almost nobody has a job in their pocket, but everybody can give you their story, their honest read on a company's culture, and an introduction to someone who needs to know you exist.
The three-tier model for a personal board of directors: close inner circle, mid-range colleagues in similar roles and at similar levels, and the periphery of executive mentors and coaches. Who belongs in each tier, how often you should connect with each, and why having everyone at the same level above you actually limits what your board can do for you.
Why you should never introduce yourself by listing what you do — and how to develop a power statement that makes the other person immediately want to know more. The difference between "I manage software projects" and "I turn engineering chaos into customer results."
The exact tactics for staying top of mind without being annoying: leaving voicemails during your commute, following up twice without apology, sending a draft message someone can forward on your behalf so they have to do almost nothing to help you. Make it easy, close the deal, don't wait to be remembered.
Why the most important networking conversations never mention work at all — and how those are often the ones that lead to the most powerful long-term relationships.

About D'Lovely: SVP of Product, Data and Analytics, and Technology Planning and Execution at Equifax. Finalist, Woman of the Year in Engineering, Women in Technology. Self-described Technology and Business Diplomat. Based in Atlanta.

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She credits three people with transforming her career trajectory at AWS and beyond. Tatiana got her into AWS. Wayne sponsored her advancement within it. Dan helped her break into venture capital as a partner at Felicis Ventures. She did not stumble into these relationships. She built them intentionally, maintained them with discipline, and gave back at every stage — even when what she could give seemed small compared to what she was receiving.

Nancy was Director and General Manager at AWS Data Protection when this episode was recorded. She has since been promoted to CTO. She is also the founder of Advancing Women in Tech (AWIT), a venture partner at Felicis Ventures, and served on the board of UPenn's School of Engineering Online. She gave the commencement speech at the University of Pennsylvania. The central idea of that speech: build your personal board of directors.

In this episode, she breaks down the full framework.

You'll learn:

Why she calls her personal board of directors the most important career strategy she has used, and what it gave her that mentors, managers, and luck could not.
The three specific people on her board, what each one did for her, and how those relationships were built over time rather than asked for upfront.
The right way to ask for raw, unfiltered feedback from someone who outranks you significantly — including why the first or second meeting is almost never the right time, and what you need to establish first.
Why follow-through is a bigger differentiator than IQ, communication skills, or credentials. "They need to want it more than you want it for them" — the advice from her own board member that she now uses with every mentee she works with.
How compound interest applies to professional relationships: why small, consistent gestures build more than a single impressive one, and what she does quarterly to keep her board relationships healthy without it feeling transactional.
She was preparing to meet a Fortune 500 CEO to ask him to join her board. His dog had just had surgery. She planned to bring dog treats. The reminder: every successful person is still just a human being, and treating them that way is both the right approach and the most effective one.
The Lululemon wardrobe mistake: her first Silicon Valley job, she bought a whole new wardrobe to fit in with the casual culture. Hated it. Didn't feel herself. What she learned about knowing who you are and using that as a career filter rather than a liability.
Why at her leadership level she says no far more often than yes, why she uses Amazon's "have backbone, disagree and commit" principle to push back when the room disagrees with her, and what she tells her mentees about having the courage to hold the unpopular opinion.

About Nancy: At the time of this recording, Nancy was Director and General Manager, AWS Data Protection at Amazon Web Services. She has since been promoted to CTO. She is also the founder of Advancing Women in Tech (AWIT), a venture partner at Felicis Ventures, and has served on the board of directors of the UPenn School of Engineering Online. AWIT's Coursera curriculum has reached tens of thousands of learners globally.

Advancing Women in Tech: https://www.advancingwomenintech.org/

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She came to the United States from Cameroon almost 30 years ago with a master's degree in education, almost no exposure to computers, and a goal to pursue a doctorate. Her two sisters, both already in IT careers, redirected her. She thought she could never succeed in the field. She became an IT help desk worker. Then a network administrator. Then an IT manager. Then a director. Then a CIO. Then a COO in Spain. Then a Chief Technology and Innovation Officer. Then a Vice President and CIO at a California State University. Her PhD — the original goal from 1995 — she completed in 2019. Twenty-four years later than planned.

Dr. Monique is Vice President for Information Technology and CIO at California State University, Chico, and a multiple CIO award winner. In this episode, she shares the specific moments — some planned, some forced on her — that defined how she uses her voice to steer her career.

You'll learn:

Dr. Monique was the only person of color in senior leadership at an elite STEM university. She organized the conversation her organization wasn't having: a roundtable on race and social justice with her IT team. She went first, dropped her own protective mask, and shared her own experiences with racism — which is what unlocked everyone else. The sessions grew into a six-cohort DEI program across the entire university, co-developed under her executive vice president.
A junior male employee publicly questioned in a group meeting whether she was being overpaid. Her two white male predecessors' salaries had never been questioned by that same group. She stood up calmly and said: "I did not come to this meeting to discuss my salary. But if I must, I believe I am appropriately compensated for the work that I do." The room went silent.
How she trained herself to respond to the angry Black woman stereotype: when emotions rise, her voice drops lower instead of higher. She slows down. She puts her hands on her thighs. She stands with her feet flat on the ground. She stated her intention to her team before a difficult conversation: "I am standing up not to be overpowering, but because having my feet on the ground helps me control my emotions." Days later, people were still reaching out saying it changed how they see her.
At a conference in Chicago, a vendor friend insisted she skip the Super Bowl to meet someone he knew. She agreed. The stranger asked her about her career. She "unabashedly spoke up" about her achievements. He told her they were building a role to lead technological innovation. She applied. She got the job as Chief Technology and Innovation Officer.
She applied for Deputy CIO at the Colorado School of Mines with none of the required higher education experience. Got interviewed. Got the job. Eight months later: interim CIO. Three months after that: full CIO. She directly asked her executive vice president there to sponsor her — sharing her goals specifically and asking for stretch assignments. That EVP let her serve as deputy COO while still serving as CIO.
The framework she and Ivna coin in this episode: "confident humility." Women often embrace the humility and delete the confidence. The combination of both — taking no apologies for what she has accomplished while doing so with poise and grace — is what she credits for attracting sponsors throughout her career.
Why she asks directly for sponsorship by naming specific career goals and specific asks, and why she audits her sponsor network regularly — including thinking about what would happen to her if her strongest advocate left the organization tomorrow.

About Dr. Monique: Vice President for Information Technology and Chief Information Officer at California State University, Chico. Multiple CIO award winner. Immigrant from Cameroon. Former CIO at Colorado School of Mines, Chief Technology and Innovation Officer, and Chief Operating Officer in Spain. PhD in Education and Organizational Leadership. Started her IT career at the help desk.

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Her Peer Kept Misattributing Statements to Her Team. She Let It Slide Once. The Second Time She Confronted Her Directly.

She had a verbal offer within four days. They were eager. Before she accepted, she called HR and said: "Before I accept, I want to speak with my manager's manager." That request could have cost her the role entirely. She had already weighed it: if they say no, that tells me everything I need to know about this culture. If they say yes, I make a more informed decision. Within 24 hours, the executive cleared his calendar during a conference lunch and took a 30-minute call. He opened with: "What questions do you have for me?" She asked everything. She took the job.

Saadia is Global Chief Information and Technology Officer at Coverys, a medical liability company, with 20 years of IT experience across multiple Fortune 100 companies. In this episode, she walks through the specific moments in her career where courage was required — and exactly how she built it.

You'll learn:

Her peer kept misattributing statements to her and her team in leadership meetings. She let the first incident slide. The second time, she requested a direct conversation: "This is what I heard. You were named as having stated this. Can you explain why?" The peer was speechless. Saadia set a clear expectation for next time — and never had the problem again.
How she built a two-year disagreement relationship with a boss who actually respected being challenged: listen first before responding, don't feel obligated to disagree on the spot, return with facts, and always explain your thought process rather than just your conclusion.
The career pivot her mentor pushed her into: leave IT entirely — her entire professional identity — and take a business strategy role with a Chief Marketing Officer. She lost her direct reports and became an individual contributor. Her biggest fear: disrupt her tech trajectory and never get back. Her mentor's answer: "Try it. If you don't like it, come back." She did it for two years, returned to IT as an executive, and credits that pivot for how she now thinks about strategy, stakeholders, and technology implementation.
Why she stopped procrastinating in meetings after watching male peers say her exact ideas out loud and get the credit. The mindset that unlocked it: "I am in this room for a reason, and so is everyone else. Equal footing." Think you're the smartest: you stop listening. Think you're the worst: you stop speaking. Find the middle.
Her direct advice on bias: keep an eye on how your ideas and voice are treated from day one. You will know quickly whether biases exist. Your manager and your peers are the most critical variables. If your manager has bias toward you, it will not work. Find a leader who respects what you bring, not just who you are.
Why she proves herself to herself rather than to others — and why she has watched other women leaders make flawed decisions every time they shifted into "proving to others" mode.
The skip-level coffee chat practice she has run for four years: meets individual contributors without their managers, no script, asks what challenges they are facing, never names names when sharing themes upward. The trust it builds has changed how her organization speaks up.

About Saadia: Global Chief Information and Technology Officer at Coverys, a medical liability company. Saadia has 20 years of IT leadership experience across multiple Fortune 100 companies and is a recognized voice on courage, leadership, and building speak-up cultures in technology organizations.

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She Told Her Director "Your Actions Don't Support That Opinion." He Apologized. Harley-Davidson's Ashwini on Self-Advocacy, Disrespect, and Owning Your Career

She had a new director who made every interaction feel disrespectful — no matter the topic, no matter how well she was performing. It wasn't the work. It was the treatment. She hit her limit, went to her manager, and said: "There are only two paths. I have a crucial conversation with the director, or we go different directions." The meeting was scheduled. She opened by asking the director directly what he thought of her work. He praised her for two minutes. Then she said: "Your actions don't support that opinion. I don't feel respected when we interact. I don't feel wanted in this department." He was taken aback. He apologized. They reset. She went into that meeting prepared to lose her job if she had to — and she walked out with a relationship she could actually work in.

Ashwini holds a bachelor's and master's in mechanical engineering from the University of Michigan. She spent over 20 years in automotive before moving to the motorcycle industry, where she is now Head of Motorcycle Development Strategy and Operations at Harley-Davidson Motor Company — one of the most male-dominated sectors in manufacturing. She is also President of the Automotive Women's Alliance Foundation (AWAF). And she will be the first to tell you she has never had a long-term sponsor.

In this episode, she is completely direct about what has actually driven her career forward.

You'll learn:

Why she spent the first decade of her career with her head down doing great work, why it was necessary but not sufficient, and the moment she realized nobody outside her immediate area knew she had the appetite or ability to grow beyond it.
Why she believes there is only one completely reliable advocate you will ever have, why most women are better at being advocates for others than for themselves, and how she built that muscle precisely because she didn't have a long-term sponsor.
The full story of the disrespectful director: how she identified the problem, how she structured the conversation, why she led with "what do you think of my work?" before stating her case, and why going in prepared to lose her job is what gave her the confidence to say what needed to be said.
The mentee who called her on a weekend in tears saying "I feel stupid." How Ashwini diagnosed the real problem (disrespect, not technical gaps), reached into her network to move the mentee to a different department, and how the same HR contact she helped later reached out to recommend her for a strategy role — a direct return on giving she never could have predicted.
Why she describes her sponsors as "situational" rather than long-term, what that means in practice, and why she thinks the traditional sponsor model is harder to find than people admit.
How she uses her role as AWAF president — where she manages an entire P&L — as a judgment-free environment to build skills that corporate rarely hands to women: financial leadership, public speaking, board-level decision making.
The four A's feedback framework she uses with her leadership team: Appreciate, Assess, Action, Align — and how it prevents feedback from crossing into personal attack territory.
Why she believes assertiveness and humility come from the same foundation, not opposing ones — and how saying "I don't know, and here's my plan to close that gap" has enabled her to pivot more successfully than projecting false confidence ever could.

About Ashwini: Head of Motorcycle Development Strategy and Operations at Harley-Davidson Motor Company and President of the Automotive Women's Alliance Foundation (AWAF). She holds a BS and MS in mechanical engineering from the University of Michigan and has spent over two decades in engineering and strategy leadership across automotive and motorcycle industries.

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She Won a 40 Under 40 Award and Kept It Private. It Took Her 12 Years to Say Out Loud She Wanted to Be an Executive. People2.0 VP Erika on Self-Advocacy for People Pleasers

She received the SIA 40 Under 40 award. It was a big deal. And she kept it almost entirely to herself. She didn't know how to celebrate it externally without coming across as cocky. She treated it like a private accomplishment. Then she called her former leaders Kip Wright and Sunny Ackerman for advice on how to own it and talk about it. Their response changed how she thinks about her entire career: "Erika, if you don't tell the people around you — your internal sponsors, your mentors, everyone outside — we don't know how to help you get there."

That conversation also came with another realization. It had taken her over 12 years to say out loud, to anyone, that she wanted to become a company executive. Not because she didn't want it. Because the impostor syndrome was that loud.

Erika is VP of Strategic Account Management at People2.0, a SIA 40 Under 40 honoree, and by her own description a recovering people pleaser. She spent most of her early career waiting for leaders to notice her, navigate for her, and tap her for opportunities. It worked — until it stopped working. When she hit a plateau at Manpower, she realized: "If I didn't take those steps on my own, I would have stayed where I was at and probably gone stagnant."

In this episode, she breaks down what changed and how.

You'll learn:

Why she kept her 40 Under 40 recognition private, what it felt like to not know how to celebrate her own win, and the mentor conversation that finally unlocked her ability to speak about her accomplishments.
What it means to hit a career plateau as a people pleaser, and the moment she understood that waiting for others to drive her career was a strategy with an expiration date.
Why she reached out to former leaders Kip Wright and Sunny Ackerman when she was ready to make a move, and why outside perspectives from people who know your results but are no longer your direct managers are some of the most valuable career input you can get.
The 3 criteria she uses to choose mentors and sponsors who will actually move the needle for you.
How she negotiated for work-life balance after years of traveling up to 90% of the time as a mother of two, and why the interview stage is the highest-leverage moment to ask for what you need.
Why data-driven conversations change everything in salary and promotion negotiations: "For the past 24 months, I hit my targets at X amount" is a different conversation than "I think I deserve a raise."
How to talk about your accomplishments in a way that reads as confident and grateful rather than arrogant, including what to do if you don't have formal SMART goals to point to.

About Erika: Vice President of Strategic Account Management at People2.0, SIA 40 Under 40 honoree, recovering people pleaser, and vocal advocate for women owning their career narrative. She has built her career across Manpower and People2.0 in strategic accounts and sales leadership.

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She Moved to the US with $800, Changed Her Name to Fit In, and Built a Career at Merck, Oracle, Tableau, and Amazon. Helen on Going From Terrified to Outspoken

Her legal name is Hongyi, which means "the water is deep and wide." When she moved to the United States from China, she changed it to Helen so people could pronounce it more easily. She arrived with $800. She was terrified. At grad school, she barely had to speak. Then she entered the workforce.

Her first significant feedback at Merck: "You need to improve your communication." She was too intimidated to ask what that meant. So she made assumptions, started listening to radio broadcasts during her long New Jersey to Pennsylvania commute, and repeated every word she heard, even when she didn't know what some of them meant. She also completely changed how she structured her thinking: lead with the statement, give details only if someone asks.

Helen is now Head of Data Analytics Partner GTM at Amazon Web Services. She has built her career across Merck, Oracle, Tableau, and AWS, switching domains multiple times from chemist to engineer to customer management to partner sales. In this episode, she breaks down exactly how she got here.

You'll learn:

Why she was too scared to ask her first senior leader what "improve your communication" actually meant, what assumptions she made instead, and how that experience shaped the way she now gives and asks for feedback.
The Oracle account management idea she developed during the 2008 financial crisis, why she had no idea who to pitch it to, and what happened when she decided to pitch it to everyone who would listen: "I talked to anyone and anyone. And it worked."
How that pitching-to-everyone strategy led her to the sponsor who first backed her idea, then backed her career, and why she believes sponsors select you rather than the other way around.
The three factors she attributes to attracting a sponsor: visibility (being seen under pressure), adding value to the sponsor specifically, and consistency doing simple things reliably rather than many things sporadically.
The senior Oracle executive who told her "everything can be simplified into three bullet points" and why that one insight transformed how she communicated with leadership for the rest of her career.
What it actually looked like behind the "fast career" others saw from outside: 15-hour days, PowerPoint decks rebuilt at 4am and still not good enough, and switching domains so many times she felt perpetually behind.
Why she credits letting other people shine and giving credit generously as one of the most underrated career moves she made, and how she discovered it mattered more than she expected.
Her three closing principles: know your superpower, find your passion, and pay it forward because we have all been helped up the ladder at some point.

About Helen: Head of Data Analytics Partner GTM at Amazon Web Services, Helen has built her career across Merck, Oracle, Tableau, and AWS, moving from chemistry to computer engineering to enterprise sales to partner leadership. An immigrant who arrived in the US with $800, she now mentors and sponsors others on the same journey.

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She Asked Her CIO for a New Challenge at Lunch. Got a "Poison Chalice" Role. Flew to Japan in December 2019. Beat COVID by Three Weeks. PVH VP Shatabdi on Small Acts of Courage With Big Consequences.

At a lunch with her CIO, she asked a simple question: "Is there a specific role where you need help? I'm ready to take a new challenge, even change my domain completely." The answer was an invitation to lead PVH's global SAP/ERP transformation across Japan, Hong Kong, Taiwan, China, and North America. She had no team in Asia Pacific. She had less than two months to build one remotely from the United States. People in the room called it a poison chalice. She flew to Japan in December 2019, got the team in place, flew home in January 2020. COVID hit weeks later. She had made it by the skin of her teeth.

That is one story. But Shatabdi, VP of Global Application Engineering Services at PVH Corp — home of Tommy Hilfiger and Calvin Klein — believes the more important stories are the small ones. The under-60-second moments. The ones that most senior leaders stay quiet through.

In this episode, she shares both kinds.

You'll learn:

A woman in a meeting quietly mentioned her son kept missing his classes because someone kept scheduling meetings after 5 PM. Shatabdi backed her up in under a minute. That intervention spread into a best practice across PVH's global time zones including Hong Kong and Bangalore.
Why she credits a single direct ask at a CIO lunch for the entire trajectory of her VP career, and what she said that made the difference between getting an opportunity and being overlooked.
How she heard people call her new role a "poison chalice" and responded by using their doubt as fuel: "If my leaders believe in me, I should believe in myself."
What happened when a co-op intern named Christopher walked into her office and told her the access request process could be simplified to save significant man hours — and added that an AI solution could auto-fill the whole thing. She was amazed. She calls it reverse mentorship.
The moment her longtime colleague Brian McGrath introduced her in a room by saying "if she's in the meeting, I know it's going to go positive" — and why that kind of public acknowledgment primes an entire room to actually listen to you.
The "we vs. I" leadership model she uses: collaborative "we" language for collective goals, firm "I" language for deadlines and deliverables. And why learning when to use which one took her longer than developing either.
How she structures team communication across three levels — broad town halls, staff meetings that start with "how's your family?", and one-on-ones where she opens up first about her own week — to build the kind of trust that makes honest feedback land well in both directions.

About Shatabdi: Vice President of Global Application Engineering Services at PVH Corp, the fashion company behind Tommy Hilfiger and Calvin Klein. Shatabdi leads a global team across North America, Europe, Hong Kong, and Bangalore. She previously led e-commerce at Hitachi Consulting and at PVH before pivoting into global ERP transformation leadership.

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He Interrupted Her Mid-Sentence and Said "I Don't Agree." She Asked: "How Many Recruitment Drives Have You Led?" CHRO Deepashri on Standing Your Ground

It was her first day in a new role. The leadership team was deep into planning the launch of a major production system. She raised her hand and asked: "What about the people strategy?" Everyone looked at her like she was speaking a different language. "What does people have to do with this? It's a manufacturing system." She asked again. Still dismissed. Still polite. Still ignored.

She could have let it go. Instead, she spent six months building an irrefutable business case. She spoke to the consultants. She researched the ROI. She calculated exactly what would be lost if people failed to adopt the system. She pre-worked the stakeholders she already had relationships with, one by one, so she would not be the only voice in the room when the moment came. Then she walked into a meeting with the global head of manufacturing, the global head of HR, and the other senior sponsors. She was the only woman in the room. She was a nervous wreck. She had her game face on.

She got the budget. She got the resources. She built a people pillar that outlasted her, survived an acquisition, and is still running today.

Deepashri is Chief Human Resources Officer at 8th Ave Food and Provisions. In this episode, she shares two very different stories of standing her ground at work — one strategic and six months in the making, one instinctive and decided in seconds — and what she learned from both.

You'll learn:

Why she refused to use HR buzzwords like "empathy" or "doing the right thing" when pitching to hard-nosed manufacturing executives, and what she said instead to make her idea impossible to ignore.
The pre-meeting strategy she uses before any high-stakes pitch: influence the people you already have relationships with one-on-one first, so you are never the only advocate in the room.
How she walked into the biggest pitch of her career feeling like a nervous wreck, knowing that if she failed, she would be "just another person on the leadership team with no voice."
The investment banker who interrupted her mid-sentence and said "I don't agree." What she said back, why she still calls him a friend today, and what happened when she pulled it off.
Why she thought she was being assertive in a conversation that completely failed to land, what her coach told her, and the three-part technique she developed to deliver the most difficult messages in a way that registered clearly without feeling disrespectful.
Why assertiveness looks and sounds different across cultures, and how she learned to calibrate between India's indirect communication style and the blunt directness expected in U.S. corporate environments.
Her best career compliment: "Deeps will tell you the most difficult things in the nicest possible way."

About Deepashri: Chief Human Resources Officer at 8th Ave Food and Provisions, Deepashri has built her career across global HR, change management, and organizational transformation roles in India and the United States. She is a coach, storyteller, and advocate for assertive communication across cultures.

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Disrupt Yourself Before Someone Else Does: How Thomson Reuters CTO Anuradha Turned Fear, Bias, and Discomfort Into Career Fuel

She grew up in a small town in India, first daughter in a middle-class family, educated in her mother tongue through 10th grade. She was culturally trained to listen more and speak less. Then she accepted a role as an assistant professor straight out of university, in front of 60 students, because she needed a job and couldn't say no to an opportunity. She showed up for her first class and trembled for the entire 60 minutes.

She didn't quit. She went back. She sat in her colleagues' classes to watch how they taught. She asked hard questions. She sought feedback from the students whose faces told her everything. Eventually, students started telling her: "No one ever taught this subject the way you do."

Anuradha is Head of Engineering and CTO of the Corporate Tax and Trade Technology Group at Thomson Reuters. She has since moved internationally alone, changed industries multiple times, and built a leadership philosophy around one core principle: disrupt yourself before someone else does it for you.

In this episode, she breaks down how.

You'll learn:

She asked for a Senior Director role and was told not only no, but "even if you applied, they wouldn't hire you." What she said next, why she didn't confront him, and how she used that conversation to get clarity about whether the problem was her or the environment around her.
The mental model she uses every time she gets a no: is this about me not having the skills, or is this about the climate in this organization not being ready for someone like me? Both are valid answers, but you have to know which one before you decide what to do next.
Why she deliberately paced herself after that conversation, asked for names of other people to speak to, and processed it over days rather than trying to resolve it all in one go.
Why running away from fear doesn't make fear disappear. It just means you'll face it later, under higher stakes, with fewer second chances.
How she built confidence and humility simultaneously by changing industries repeatedly: retail, financial services, banking, payments, tax and trade. The more she learned, the more she understood how much more there was to learn, and why she sees that as a leadership asset, not a liability.
What she means by "disrupt yourself before someone else does" and why it applies equally to personal growth, career management, and technology leadership at scale.
Her model for leading through failure: look forward first, understand what went wrong second. And why leaders who impose their own stress on a team under pressure take everyone down with them.

About Anuradha: Head of Engineering and CTO of the Corporate Tax and Trade Technology Group at Thomson Reuters, Anu is a recognized tech executive and speaker at women's leadership and technology conferences. She has built her career across multiple industries and continents.

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Getting a "no" at work isn't the problem. Not knowing what to do with it is. In this episode, you'll get a proven 8-step framework to turn workplace resistance into genuine cooperation — without pressure, without losing your composure, and without damaging the relationship.

Whether you're asking for a raise, requesting flexibility, pitching an idea, advocating for resources, or handling a performance review objection, these steps give you a repeatable approach for any high-stakes conversation where the stakes feel too high to get it wrong.

In this episode, you'll learn:

How to recognize workplace resistance — even when it's subtle, indirect, or disguised as agreement
The most common mistakes that kill your credibility and close the conversation down
How to ask the questions that surface the real concern, not just the surface objection
How to address objections confidently without being aggressive, passive, or overly apologetic
The exact 8-step framework to move someone from "no" to "yes" while keeping the relationship intact

If you've ever left a workplace conversation feeling like you gave up too easily — or pushed too hard — this episode is for you.

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A Recruiter She Never Asked for Advice from Told Her to Lower Her Ambitions. It Derailed Her for Months. What Geetanjali Learned About Who Gets to Define Your Ceiling.

She was doing great work, getting strong reviews, and waiting for someone to recognize she was ready for the next level. Nobody came. Finally, she went and asked. They said: "Yeah, we think you're ready." She walked away with one permanent lesson: no one knows where you want to go unless you tell them. Your manager cannot promote you toward a goal they don't know you have.

Geetanjali is SVP of Financial Planning and Analysis at Ceridian, and she has built her career across multiple industries, companies, and cities, often following her spouse's career moves and rebuilding her network from scratch each time. She has been told she had no career path because of a commute. She has had a recruiter give her unsolicited opinions about her ceiling — someone who had never worked with her and didn't even have a position for her. Both times, she fact-checked herself, pushed back, and moved forward.

In this episode, she gets specific about how.

You'll learn:

Why she walked out of her first promotion conversation wondering why her manager didn't just offer it, and the mantra she built from that moment: "I own my career."
How she separates "I can't do this" from "I don't want to do this" — a distinction her husband called her out on, and one that completely changes how you diagnose self-doubt.
The worst-case scenario mindset she uses every time asking feels too risky: maximum they say no, and then at least you know exactly what you need to work on.
The recruiter who told her to stay put and aim lower, without her asking for any of that advice, and how she spiraled — until she realized: this person has never worked with me, doesn't know what I do, and has no position for me. Why am I listening?
The manager who told her she had no career because she was commuting. How she found a better position, and what she said in her exit interview when the CFO asked why she was leaving.
How she negotiated leaving at 5 PM sharp with a male manager who was more supportive than she expected — and why building trust first is the prerequisite for every other ask.
Her salary negotiation rule, applied to every job offer she has ever received: never accept in one go, always go back at least once, and negotiate the full package not just the base number.
How she leads her team by modeling openness about her own mistakes first, which makes it safe for her team to take risks and tell her when she is wrong.
Her networking approach: stay in touch with mentors even after years of silence, get involved in community organizations when you move cities, and commit to one lunch a month with someone new.

About Geetanjali: SVP of Financial Planning and Analysis at Ceridian, Geetanjali has built a finance leadership career across multiple industries and cities. She is a dual-career couple partner, working mom, woman of color from India, and active member of the Association of Financial Professionals.

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His Boss Told Him He'd Never Rise Above Engineer Level. Three Years Later, That Boss Reported to Him. Samuel Santos on Getting Noticed at Work

Early in his career, his manager told him the company had a prototype for success: blonde hair, green eyes. Samuel Moody Santos was mixed race, Black, an immigrant who had started his working life as a waste picker. His manager told him he would never advance past engineer level. Three years later, Samuel was a manager and that man reported to him.

He went on to retire as Senior Vice President at Johnson & Johnson, one of the top 40 Fortune 500 companies in the world. He speaks five languages. He holds an engineering degree and an MBA. And he wrote the book on how he did it: "In Spite of the Headwinds."

In this episode, Samuel shares the specific mindset shifts, communication strategies, and career moves that took him from invisible to indispensable, as a minority, an immigrant, and someone who was actively told he didn't belong.

You'll learn:

Why "success depends on who you know" is the wrong mental model, and the one-sentence reframe Samuel used to challenge a corporate trainer in a room of 40 people that changed how he thought about visibility for the rest of his career.
Why doing excellent work and staying quiet about it is the same as doing nothing, and how he marketed his ideas without ever bragging about himself.
How he turned a direct manager who tried to limit his career into a stepping stone by building relationships with leaders two and three levels above that manager.
The "poor photograph" framework: why being visible without being skilled fails, and why being skilled without being visible fails just as badly.
Why he treats every "no" the same way: either he didn't explain the idea well enough, or he needs a different audience. The Starbucks founder knocked on 242 doors. Samuel applied that same logic to ideas inside a corporation.
How he disagrees with superiors without triggering defensiveness: "I never disagree with any person. I disagree with ideas." The specific language he used to pose challenges as questions so people moved toward his position instead of defending against it.
The performance review confrontation where someone tried to penalize a team member for a mistake from two years prior, and how Samuel addressed the entire room to win that argument on the spot.

Why he focused ruthlessly on the one skill he could take above average (presenting technical ideas to non-technical executives), and chose not to develop things that wouldn't move the needle, including declining to learn Mandarin during a two-year assignment in Shanghai.

About Samuel Moody Santos: Retired Senior Vice President at Johnson & Johnson, Samuel is an engineer, MBA, minister, polyglot (five languages), honorary consul, former university professor, public speaker, and author of "In Spite of the Headwinds: My Journey from Waste Picker to Vice President at a Top-Forty Fortune 500 Company."

Book: https://www.amazon.com/Spite-Headwinds-Picker-Senior-Executive-ebook/dp/B09KGRQ61W Connect with Samuel on LinkedIn: https://www.linkedin.com/in/samuel-moody-santos-56601a10/

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Her Dad Found a Rolex and Returned It. What That Taught Her About Asking for Everything.

Her father came to the United States in 1989 with next to nothing. He found a Rolex in a locker room while working as a janitor and returned it. The owner gave him a job. He stayed 27 years. In that time, he asked his employer for a green card. They sponsored it. He asked for college tuition. They paid for his associate's and his bachelor's degree. He asked to pivot into chemistry. They made a role for it.

Darlene watched all of this and had one thought: if he could ask for all of that with nothing in his pocket and no English, why was she self-editing her ambitions?

She stopped. Now she opens job interviews by telling the people who will decide whether to hire her exactly what she wants: to be CIO of an organization. She told her future boss. She told the Calendly interviewer. Both were supportive. She uses it as a filter.

Darlene is Head of IT at Calendly, and in this episode she breaks down the frameworks she's built for speaking up, pitching ideas, and asking for exactly what she wants without apology.

You'll learn:

How to know which conversations are worth inserting yourself into, and which ones to let go based on span of control, stakeholder complexity, and how badly you want the outcome.
The self-interest framework: why "selfless" leads to burnout, "selfish" kills collaboration, and the middle zone of self-interest is where real buy-in happens.
Why she describes senior leadership as "glorified salespeople" and what changed when she stopped clicking on the backend and started selling visions instead.
The "directionally correct" approach to numbers: why giving a C-suite executive "$270K plus or minus 20%" is infinitely more persuasive than "decreased time" or a 6-decimal-point calculation that took two weeks to produce.
How self-editing language like "I think the answer might be..." quietly signals low confidence, and how to hit the delete button on it.
Why she tells every interviewer exactly what she wants out of her career, and how she uses their response as a filter for whether the organization is actually a place where she can grow.

About Darlene: Head of IT at Calendly, Darlene has built her career at the intersection of technology leadership and organizational influence. Originally from a Venezuelan family in Rhode Island, she leads IT strategy and operations at one of the most widely used scheduling platforms in the world. She is candid, direct, and unabashedly ambitious.

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She missed the scholarship deadline for her MBA. She asked anyway. She got it. She was the only woman in her group project cohort, a single mom with a one-year-old, living paycheck to paycheck. She told her group on day one exactly what she could do and when she was leaving. They respected it. On a business trip with a relatively new manager, she admitted mid-conversation that she wanted to move into a strategy role that didn't even exist yet. That manager became her greatest champion. That pivot launched the career that led her to become Chief Strategy and Innovation Officer at Lee Health.

Lisa has spent her career figuring out what fearless authenticity actually looks like in practice: not as a concept, but as a set of specific choices made in specific moments of risk. In Part 1 of this two-part conversation, she walks through the mindset shifts and early career moves that built her foundation.

You'll learn:

The exact moment Lisa realized intimidation was her own internal problem, not something others were doing to her and how that realization changed every difficult room she walked into after
Why the post-it on her monitor reads "no one wants to feel insignificant, incompetent, or unlikable", and how she uses it to decode defensiveness in herself and others
The MBA-as-single-mom stories: how she advocated for a scholarship she'd missed the deadline for, set hard boundaries with her group project team from day one, and created an independent study that wasn't in the curriculum
How a candid conversation on a business trip, admitting she wanted a completely different role, launched her entire strategy career, and what she learned about speaking up to managers about your real aspirations
Why her first attempt at people management felt completely wrong, and the leadership philosophy she arrived at: "developing leaders, not amassing followers"
How conflict made two of her most important professional relationships stronger, not weaker

About Lisa: Chief Strategy and Innovation Officer at Lee Health, Lisa leads strategic planning, innovation, and organizational transformation across one of Florida's largest health systems. She is a passionate advocate for women in leadership and women of color in senior roles.

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The Mirror Method, the WAIT Acronym, and Why "Learn Fast" Beats "Fail Fast": Lee Health CSIO Lisa on Challenging the Status Quo — Part 2

She walked into a conference room as the only woman in a room full of men in technical data roles. They introduced themselves to each other and started the meeting without acknowledging her at all. She paused, said "excuse me," stated her name, her role, and why she was there. It startled them. She was glad she did it. Because if she hadn't, she wouldn't have belonged in the conversation that followed.

In Part 2 of this conversation, Lisa, Chief Strategy and Innovation Officer at Lee Health, moves from personal story into the specific leadership tools she uses every day to challenge the status quo, orchestrate high-stakes conversations, and move organizations through change without creating enemies.

You'll learn:

The Mirror Method: why the most dangerous thing you can do when entering a new organization is come in with a fix-it mentality, and the structured listening approach that gets people to agree the status quo needs to change before you ever propose a solution
WAIT — "Why Am I Talking?" — the acronym she uses to decide when her voice advances a conversation and when silence does more
How she reads the nonverbals of an entire organization the same way she reads body language in a room, and what signals tell her when trust is building and when it isn't
Why she stopped relying on PowerPoint and what changed when she started looking people in the eye instead of at her slides, including the mentor advice that saved her: "be ready to deliver a 5-minute version of what you just created"
The difference between intellectual sparring and debate, and how she creates conditions for divergent thinking that actually leads to decisions, not just more discussion
Why she says "learn fast" instead of "fail fast", and how she navigates naysayers, skeptics, and the inevitable "you paid how much for what?" moments in healthcare innovation
What she looks for when building a team: curiosity, courage, and comfort with ambiguity, and why trustworthiness ranks above everything else

About Lisa: Chief Strategy and Innovation Officer at Lee Health, Lisa leads strategic planning, innovation, and organizational transformation across one of Florida's largest health systems. She is a passionate advocate for women in leadership and women of color in senior roles.

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For years, Daisy's performance reviews said the same things: hardworking, great team player, result-driven, quiet. Cycle after cycle, different managers, same words. Then she realized: those were her brand hashtags, and they were never going to get her to where she wanted to go. She wanted "confident," "influential," "driven," "leadership." And nobody was going to give her those labels. She had to earn them by using her voice.

Daisy is Head of Strategy and FP&A at Revolut, one of the world's fastest-growing fintechs. Originally from China, she built her career navigating the cultural expectation that hard work and results would speak for themselves. They didn't. In this episode, she breaks down exactly how she changed that, and what she now teaches every junior person who reports to her.

You'll learn:

The performance review pattern that finally made her realize she was building the wrong brand, and the specific words she decided to own instead
Why she stopped being the silent note-taker in every meeting, what she lost by doing it, and why AI has made that role completely obsolete
The 4-phase framework for asking questions in town halls and large meetings, from canned questions that still get you seen, to strategic dialogue that opens collaboration doors with senior executives
The "golden three months" strategy: how to use your newness as a security blanket to ask anything, map broken processes, and deliver visible value before anyone expects it
Why there is no such thing as over-communication at work ,and how staying quiet to avoid being "too much" is actually the riskier move
The one mandate she gives herself and every person she mentors: say something in every meeting, even if it's just a rephrasing

If you've ever been called "hardworking" but not "leadership material," or if you have great ideas that only come out in one-on-ones but never in the room, this episode is the blueprint.

About Daisy: Head of Strategy and Financial Planning & Analytics at Revolut, Daisy leads strategic and financial operations at one of the world's largest fintech companies. Originally from China, she coaches and mentors junior professionals on speaking up, building visibility, and translating strong technical work into leadership presence.

Stop Taking Notes, Start Getting Noticed: Revolut Head of Strategy Daisy on Building Your Brand Through Your Voice

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When a new business leader walked in and told Malvika they were going to restructure the entire segment — 60% of company revenue — in a room with just the two of them, no leaks, no one else in the room, she didn't say no. She said: "I hear you. And here's how we get to the same outcome with the right people involved." Six months after implementation, he came back and told her it was the right call.

That's the ABC method — Acknowledge, Build, Challenge — and it's the framework Malvika has built her career on. As VP HR, Learning & Development at Newell Brands, she's spent years figuring out how to challenge senior leaders without triggering defensiveness, manage rooms full of type A executives without losing the thread, and find genuine joy in the conversations most people dread.

In this episode, she gets specific about all of it.

You'll learn:

The ABC method for challenging leaders without coming across as aggressive, and the Project Panther restructure story that proves it works
How she handled a client in Oman at 24 who kept making inappropriate comments — alone, in a foreign country, with a relationship and additional business on the line, and still won the next assignment
The "be brief, be bright, be gone" framework for capturing and keeping the attention of type A executives in high-stakes meetings
How she gamified a full-day leadership talent review to keep a competitive senior team engaged, and still got all the work done
Why leading with facts instead of emotion is the only way to challenge the status quo without losing credibility
Her personal technique for staying calm when everything is tense: painting, choosing to laugh, and the line about "not my circus, not my monkeys, but I do know some of the clowns"

If you work with strong-willed leaders, navigate difficult conversations across cultures, or just want to bring more effectiveness, and more joy, into the hardest parts of your job, this episode delivers.

About Malvika: Vice President HR, Learning & Development at Newell Brands, Malvika has led organizational transformation, talent strategy, and cross-cultural teams across global markets. Originally from India, she has built her career navigating high-stakes leadership conversations across cultures, industries, and executive levels.

She Was 24, Alone With a Difficult Client in Oman. What She Figured Out Built Her Entire Leadership Playbook.

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She watched a brilliant female CEO — strategic, skilled, accomplished — get pushed out of her company. And in that moment, Alejandra had a realization that changed how she thinks about her entire career: if it can happen to her, it can happen to any of us. A job title is the most fragile kind of power there is. The only power that can't be taken away is the one you build inside yourself.

Alejandra is SVP of Technology, Global Infrastructure Solutions at Equifax, leading teams across multiple countries and continents. She also runs "I Am Remarkable" workshops — originally a Google initiative — helping professionals, especially women and underrepresented groups, learn to celebrate their own achievements out loud. She did not always find this easy. Growing up in Argentina, where the culture does not reward self-promotion the way the U.S. does, she spent years assuming her work would speak for itself. It didn't.

In this episode, she shares what she learned late, by her own admission, and what she now teaches others from the start.

You'll learn:

Why waiting for others to recognize your achievements is a trap, and the mindset shift that breaks it
The story of how she walked into a job interview at 22 with no experience and got hired on boldness and a single honest promise
Why she left a well-paying job that supported her family to escape bias, and how she made that decision
The difference between title-based power and internal power, and why only one of them survives a corporate restructure
The single biggest leadership gap she sees across cultures, levels, and industries, and it's not what most leaders focus on
How values contain ambition and keep influence from crossing into manipulation
The practical system she teaches for tracking and sharing your own achievements before you forget them

If you've been doing great work and waiting for someone to notice, this episode reframes that habit entirely.

About Alejandra: SVP of Technology, Global Infrastructure Solutions at Equifax, Alejandra leads infrastructure teams across the globe. Originally from Buenos Aires, she moved to the U.S. seven years ago. She is an advisory board member of WATT (Women Advancing Technology Together) at Equifax, a board member of the Start House Foundation, an active facilitator of the I Am Remarkable initiative, and a member of Women in Technology (WIT) Atlanta.

Stop Waiting to Be Recognized: How Equifax SVP Alejandra Learned to Promote Herself — and Why You Need To

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Sixteen years later, she still tells this story. She was called into the office of a 6'4" senior executive she barely knew. He sat with his back to the door and said: "You will either make me a very happy man or a very unhappy man." Something in her snapped. She replied: "I was always told I'm not responsible for how other people feel." He slowly turned his chair around with a smile on his face. That one moment became the foundation of a decade-long mentorship.

Melissa is Executive Director and Chief Privacy Officer at Kodiak Solutions, and she's spent her career learning, sometimes the hard way, what it actually means to hold onto your personal power when the professional stakes are high.

In this episode, she breaks down the real moments that tested her, and the specific tools she built to handle them.

You'll learn:

What "giving away your personal power" actually means, and how to catch yourself doing it before it costs you
What Melissa said to a senior executive that instantly shifted how he saw her, and why most people would have responded the opposite way
How she handled a new boss who made every conversation feel like an interrogation, and the scripting technique that got her through it without losing her composure or her job
Why a mentor told her "if you're going to swim with sharks, you need to thicken your skin", and what that actually means for women moving into senior leadership
How to stop taking feedback personally when your whole identity has been built around being the A student
The self-awareness practice that tells you when to speak up and when holding back is the smarter move

If you've ever left a difficult conversation beating yourself up, questioning your own judgment, or wondering why you didn't say what you meant, this episode gives you the tools to stop that pattern.

About Melissa: Executive Director and Chief Privacy Officer at Kodiak Solutions, Melissa brings decades of experience in technology and healthcare leadership. She is an active mentor to early-career women in tech and a champion of honest, values-driven leadership.

How to Reclaim Your Personal Power When Authority Figures Try to Diminish You

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She was called polarizing. She cried in meetings. She was written off as "the rookie." Then she spent 30 years rising through Oracle and Microsoft to become a Global Customer Success Leader for the Americas. Wendy didn't wait to feel confident. She built the skills to project authority even when she didn't.

In this episode, Wendy breaks down exactly how she did it, including the practical strategies she used to manage emotional responses at work, shake off damaging labels, and position herself for opportunities most people never even get invited to.

You'll learn:

A concrete technique to stop tears in the moment and stay composed under pressure
How to identify the labels that cap your career, and what to actually do about them
Why being heard at work isn't about speaking louder, it's about being in the right rooms
When to be the one speaking up, and when letting someone else take the lead is the smarter power move
How casual networking leads to the sponsors and mentors that actually accelerate careers

If you've ever been dismissed, mislabeled, or felt like your emotions were working against you at work, this episode is your playbook.

About Wendy: Retired after a 30-year career in Washington-area tech, Wendy served as Microsoft's Global Customer Success Leader for the Americas and VP of Customer Success at Oracle, where she led teams responsible for half of Oracle's North American Cloud Technology customers. She's a longtime advocate for diversity in tech and an active mentor through Girls in Technology (GIT).

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Mary Hope grew up learning not to make waves, not to get emotional, not to rock the boat. Those lessons followed her into the boardroom. When a male colleague made a sexist comment during a high-stakes presentation, she said nothing. She couldn't even bring herself to tell her husband that night. The shame of her own silence was that heavy. That moment became the turning point.

Today, Mary Hope is VP and General Manager of Autodesk's Education Business, a business she helped scale from 5 million to over 235 million users. She's learned not just to speak up for herself, but to build teams and accountability systems where silence doesn't get to win.

In this episode, she gets specific about how.

You'll learn:

The societal conditioning that trains women to suppress their voice, and the values-based trigger that finally broke through it
How to hold cross-functional peers accountable when they nod along but never follow through, and the system that actually works
Why she fired a trusted high-performing manager not for misconduct, but for failing to surface a toxic situation in his team, and what that decision cost her
What a "listening tour" looks like when you're the one who needs to hear, not speak .
The Billie Jean King moment she watched at age 6 that became her earliest model for speaking up when the stakes are real

If you've ever stayed quiet and paid for it later or led a team where silence was quietly doing damage this episode is your playbook.

About Mary Hope: VP and General Manager of Autodesk's Education Business, Mary Hope co-founded Autodesk's consumer and 3D printing business in 2010 and helped scale its user base from 5 million to over 235 million users in four years. She serves on the SkillsUSA board of directors and is a longtime advocate for women's advancement, LGBTQ+ rights, and equal access to education.

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Find out the real reason difficult conversations feel so hard at work, and how our mindset hurts our conversations and relationships. This episode gives you four internal switches you can flip in real time, so that you can have calm authority to fix conversations that go sideways.

You'll discover what confident communicators do differently in difficult conversations. Because you don't need to say the perfect thing. You just need to stay stable enough to say something useful in that moment so that you can keep your influence.

You'll learn how to:

Stop taking pushback personally and stay detached under pressure
Regulate your emotions so you don't interrupt, over-explain, or get defensive
Bring clarity to conversations that feel messy or overwhelming
Keep progress happening when discussions get tense, repetitive, or uncomfortable

If you want to:

Handle difficult conversations at work with confidence
Respond to pushback without shutting down or getting reactive
Increase your influence with managers, peers, or senior leaders
Speak up clearly, even when situations aren't perfect

…this episode will give you a practical internal system you can use immediately.

🎧 Listen now and learn how calm, clear communication moves decisions forward.

🎁 Free Resource: Download the 30 Power Shifts Guide — a free, practical cheat sheet with real-life "weak vs. powerful" word swaps for meetings, presentations, and everyday conversations.

Replace soft, hesitant phrases with powerful, natural ones.
Speak with clarity, conviction, and calm authority.
Be heard without apology.

👉 Get your free guide here: https://assertiveway.aweb.page/30power

✅ Free Newsletter: https://assertiveway.com/newsletter/

✅ Take the Quiz 'Do You Speak Like a High-Impact Leader?': https://myassertiveway.outgrow.us/highimpactleader

✅ Listen on the Speak Your Mind Unapologetically podcast on Apple Itunes: https://podcasts.apple.com/us/podcast/speak-your-mind-unapologetically-podcast/id1623647915

✅ Listen on Spotify: https://open.spotify.com/show/6L1myPkiJXYf5SGrublYz2

✅ Order our book, 'Unapologetic Voice: 101 Real-World Strategies for Brave Self Advocacy & Bold Leadership' where each strategy is also a real story:

https://www.amazon.com/Unapologetic-Voice-Real-World-Strategies-Leadership-ebook/dp/B0CW2X4WWL/

✅ Follow the show host, Ivna Curi, on LinkedIn: https://www.linkedin.com/in/ivna-curi-mba-67083b2/

✅ Request A Customized Workshop For Your Team And Company: http://assertiveway.com/workshops

Contact me: info@assertiveway.com or ivnacuri@assertiveway.com

Contact me on Linkedin: https://www.linkedin.com/in/ivna-curi-mba-67083b2

Unapologetic Voice: 101 Real-World Strategies for Brave Self Advocacy & Bold Leadership

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A new year doesn't require a long list of aspirational, feel-good goals. It requires the right specific goals — especially when it comes to speaking up at work.

In this first episode of the year, you'll reframe goal-setting for speaking up at work — away from vague intentions like "be more confident" and toward specific, observable communication behaviors that actually change your impact, credibility, and influence at work.

In this episode, we cover:

Why most speaking up goals fail by February
The difference between wanting to speak up and deciding when and how to speak up
Three practical assertive communication goals you can set for the new year:
- What to say more of
- What to say less of
- What to say earlier — not perfectly

You don't have to change who you are, become fearless, or extroverted.

If speaking up at work, self-advocacy, and career advancement matter to you this year, this episode will help you start with clarity instead of pressure.

00:00 Speaking Up Goals That Actually Work 04:28 Understanding Situational Responses 05:40 Don't Wait To Feel Ready, Instead Plan Your Speaking Up Moments 06:48 Speaking Up When You're Not Confident, Not Extroverted, Not Fearless 09:35 Specific Speak Up Goals 10:48 What Will You Say More? 24:58 What to Say Less Of 32:12 Speaking Up Earlier 38:05 Conclusion 🎁 Free Resource: Download the 30 Power Shifts Guide — a free, practical cheat sheet with real-life "weak vs. powerful" word swaps for meetings, presentations, and everyday conversations.

Replace soft, hesitant phrases with powerful, natural ones.
Speak with clarity, conviction, and calm authority.
Be heard without apology.