Preparation For Tomorrow | Women in Leadership

In June of 2016, I was recognized as one of Progressive Grocery's Top Women in Grocery at the Senior Executive Level. At the time, I didn't think I was good enough.

February 2, 2026

A woman who is a powerhouse leader, and a dear friend, reached out a couple of weeks ago and asked if I would be willing to serve on a panel for the Alaska Chapter of the Global Women’s Leadership Network.

The invitation wasn’t a surprise. She and I love talking about leadership, team building, decision-making, and what it means to stand strong in the middle of a storm.

The timing, though, was a little funny.

I’ve spent a lot of time in the storm this past year. I’d been feeling battle-weary and was intentionally giving myself space to recalibrate.

But, it was her.

So I said yes.

The panel is tomorrow.

So tonight, I prepared.

She sent me a list of potential questions, and I’ll be honest, the first two stopped me in my tracks. Not because they were difficult, but because there was so much to say. How do you distill decades of lived experience, knowledge, and hard-earned wisdom into a 60-second response?

And how do you make sure it’s the right message for the right room when you don’t yet know who’s in it?

These are the same questions I wrestle with when I think about keynote speaking.

Noted.

So I grabbed my dinner, a giant glass of ice water, and dug in.

Question One

What advice would you give to women aspiring to leadership roles?

As I worked through this one, I moved from the familiar—everyone is a leader; leadership isn’t a title, it’s influence.

Very polished.

Very John Maxwell.

And then I landed somewhere more honest.

Leadership is hard. No matter where you are in the journey.

Leaders are tasked with making decisions, producing results, working with people, and navigating the complexity of human dynamics—often under scrutiny, power imbalances, and a general distrust of leadership itself. Most of the time, no single decision or interaction defines you. What defines you is consistency over time.

I don’t have one piece of advice. I have three:

1. Be a person of integrity.

2. Lead by example.

3. Be a lifelong learner—not just of books, podcasts, or gurus, but of lived experience.

   
   

Pay attention to what went right, what went wrong, and what you can do better next time. The hardest and most formative lessons come from failure and opposition—not success.

Question Two

How have you managed the struggle with imposter syndrome?

I sat with this one longer than I expected. In leadership, imposter syndrome isn’t usually my biggest concern. But it does show up when I step into new arenas and unfamiliar career paths.

So I crafted a response that felt true and useful.

I’ll be honest about imposter syndrome—I don’t have a college degree. I’ve spent much of my career in rooms where people assumed I didn’t belong, because I lacked the “right” credentials or because they assumed my role was handed to me.

That’s not just internal doubt. That’s navigating real gatekeeping.

I’ve also faced very public challenges to my leadership, including a recall election.

So here’s what I’ve learned about leading when you feel like an imposter:

First, recognize what’s happening.

Imposter syndrome is your brain scanning for social danger—threats to belonging and credibility. It’s trying to protect you, just not particularly helpfully.

Second, show up anyway.

I became board president two weeks before my father died, during extraordinary crisis. I had never held a role like this before. I showed up anyway, and learned in real time.

Third, add “yet” to everything.

I don’t know exactly what I’m doing… yet.

I’m not experienced at this… yet.

Fourth, track and celebrate your wins—big and small.

Keep evidence. Because when doubt hits, you need proof that you’ve handled hard things before.

The real question isn’t “Do you feel like an imposter?”

It’s “Can you lead effectively even when you feel that way?”

And the answer is yes.

————

I’m two questions down, with a few more to go.

I feel grounded.

I trust my message.

And like all leadership work, I’ll learn, adapt, and refine as I go.

Tomorrow isn’t about having perfect answers.

It’s about showing up—honest, steady, and real.

And I’m ready.