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You can be the smartest person in the room and still lose the room.

I’ve watched it happen. A leader walks into a meeting with the right answers, the right credentials, and years of experience, but something about the way they show up doesn’t command the attention their expertise deserves.

That’s where presence, power, and professionalism come in.

Leadership isn’t just about what you know. It’s about how you carry what you know. Your presence is the way people experience you. Your power is your ability to influence what happens next. And professionalism is how consistently you demonstrate both. Put them together, and you become a leader people notice, trust, and remember.

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Presence: Own the Room Before You Say a Word

Presence has very little to do with being the loudest person in the room. In fact, some of the most powerful leaders I know are not the loudest at all. They are calm. They listen. They make eye contact. They don’t rush to fill every silence. They are comfortable taking up space and speak with confidence.

That matters because people are constantly reading the signals we send, often before we ever speak.

Are you sitting at the table or in the back of the room?

Are you apologizing before making your point?

Are you speaking with confidence or turning every statement into a question?

Are you checking your phone while someone else is talking?

Leadership presence starts with recognizing that you belong in the room.

Power: Stop Giving Yours Away

Power is not about intimidation. It is not about having the biggest title, the corner office, or the loudest voice. Real power is influence, and anyone can have it.

Too many talented leaders give away their power in small, almost invisible ways.

“I’m sorry, but I just wanted to add…”

“This might be a stupid idea…”

“I could be wrong, but…”

“Would it be okay if I…?”

Notice how those phrases weaken a perfectly good thought before anyone has even heard it. Notice how other people in the room are speaking with confidence, and mimic their power.

You don’t need to be aggressive to be powerful. You need to be clear.

Say what you mean.

Ask for what you need.

State your recommendation.

And then stop talking.

That last one is harder than it sounds.

We often feel the need to fill the silence after making a strong statement. Don’t. Let your words land. And listen, listen, listen to others’ thoughts and how you can both build on the idea.

Be absolutely confident in what you say. Can your thought be questioned, knocked away, or dismissed? Yes. It doesn’t matter; it is your confidence that will stand out.

Professionalism: Your Reputation Is Playing Every Day

Professionalism isn’t about being stiff or formal. It’s about being someone others can count on.

You show up prepared.

You do what you say you are going to do.

You treat people with respect, even when you disagree.

You know when to speak and when to listen.

You don’t make every bad day everyone else’s problem.

And perhaps most importantly, you understand that your reputation is being built all the time.

Every meeting.

Every email.

Every introduction.

Every difficult conversation.

Every time you walk into a room.

It is “on” all of the time because you never really know who is watching.

The Leadership Triple Threat

Here’s the combination I want you leaders to think about:

Presence gets you noticed.
Power gets you heard.
Professionalism gets you trusted.

You need all three.

Presence without professionalism can look like ego. Power without presence can be overlooked. Professionalism without power can make you dependable, but not influential. The goal is to bring all three to the table. The good news: none of this requires you to become someone you aren’t.

You are not pretending to walk into a room pretending to be the most confident person there. You ARE experienced, you know things, and this is the time to show you are ready to step up to the plate.

Be the MVP

Stand a little taller.

Speak a little more clearly.

Stop apologizing for having an opinion.

Listen before you respond.

Prepare before you present.

Give credit generously.

Ask for what you want.

And when you get the opportunity to sit at the table, sit at the table in a place where you can be seen.

Let’s start with the definition of a “side quest.”

“A side quest is an optional task or minor mission in a video game that sits outside the main storyline. In everyday slang, it describes a spontaneous, secondary activity or a minor distraction you pursue while heading toward a larger primary goal.”

• Merriam-Webster Dictionary

The term originated in video games, but I have been talking about it for years on the passion project podcast I recorded, The Secret Art of Business. In order for you to do better with your main goal, you need to feed your curiosity, your heart, and your brain growth with something else entirely.

So I could not have been more thrilled than to share this podcast that I heard on “Life Kit on NPR this morning. Listen to it while you take a walk, cook, or have a few moments. The hosts are on point with why this is so important for you to get unstuck. And they gave the same tips I used on my podcast for getting started.

1. What did you do as a child before you had any responsibilities?

2. What did you like about it?

3. What are you curious about now?

Still not convinced that you can do this? Page 89 of my book, “The Rules of the Game for Women in Business,” has an exercise that will move the needle for you.

This is one of the biggest pieces of advice I can give you, it not only helped me move ahead, but was illustrated over 100x in the interviews I had with leaders who lived locally and all over the world. Don’t read this as a selfish promo, but rather as a reference.

And just like the “Life Kit” will tell you, don’t say that you will start your adventure this year. That is too big. Take that first step today. Don’t wait one more minute to have a life that you love that tells your whole story, because you are a lot more than your job.

I was recently a guest on a business podcast, and the conversation with the host was fantastic. After we wrapped, she shared something that surprised me. In a previous role, she was the company’s top salesperson. She was also the only woman on the sales team, and the men would occasionally spend weekends together on a boat. They never invited her. Not once.

I asked her the first question that came to mind.

“Did you actually want to go?”

She laughed and admitted that she really didn’t.

“But,” she said, “it would have been nice to be asked.”

I understood exactly what she meant.

Most of us have experienced some version of this. Maybe it was the employees who planned an outing without you. The fellow businesswomen seemed to have their own inner circle. The golf outings, the fantasy football league, the text thread you somehow weren’t part of.

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I’ve been there too. At first, it stung. We all want to feel accepted. We all want to know if people enjoy our company. But over time, I realized something important.

Not every group is supposed to include you.

Sometimes men simply want to spend time with other men. Women have girls’ nights for the very same reason. Shared experiences create unique conversations, inside jokes, and a sense of comfort that don’t always translate when someone new enters the circle.

Adults still have cliques.

We like to think cliques disappear after high school, but they don’t. They simply become more sophisticated. Women often build incredibly deep friendships that span decades. Coworkers create traditions. College friends stay connected. Parents whose children grew up together develop lifelong bonds.

Those groups aren’t necessarily trying to exclude anyone. They’re simply protecting something that already exists, and trying to force your way into those circles rarely feels good, for you or for them. It’s like walking into a team huddle that was never yours. Everyone becomes a little uncomfortable.

So what’s the play?

First, stop assuming it is about you because most of the time, it isn’t. People protect spaces where they can completely relax. That isn’t rejection. It’s comfort.

Second, don’t confuse being left out socially with being left out professionally. If you’re consistently excluded from important meetings, decisions, opportunities, or information necessary to do your job, that’s a leadership issue that should be addressed, and sometimes it simply is not your group of people. (More on that later.)

Finally, build your own team. I’ve always believed that everyone needs cheerleaders. Find people who energize you. Join groups that challenge you. Invest time in relationships that are reciprocal instead of constantly trying to earn a place where you were never naturally included.

Sometimes we’re so focused on getting invited to someone else’s table that we miss the opportunity to build our own.

And here’s one more thought.

The leaders who are happiest and the most confident are the ones who stop chasing invitations and start building communities where everyone genuinely wants to be there.

But what if the golf outing or event is where the business gets done?

Now let’s talk about the harder situation. Sometimes the golf outing isn’t just golf. It’s where relationships are strengthened, and trust is built. It’s where opportunities are discussed before they ever become official.

If you’re consistently excluded from those moments, you can’t simply shrug your shoulders and say, “Oh well.” Instead, become intentional. Don’t wait to be invited into someone else’s networking opportunity. Create your own.

Invite the decision-maker to coffee.

Host a small breakfast.

Ask a client to lunch.

Attend industry events.

Volunteer for committees.

Join professional organizations. Build relationships one-on-one instead of waiting for access to the group.

One of the biggest mistakes I see women make is believing there is only one path to influence. There isn’t. In fact, one-on-one conversations often build stronger relationships than large group outings because people have your undivided attention.

And if the event is truly where every important decision is made, ask yourself a bigger question: Do these people value inclusion, or are they simply preserving old traditions?

There’s a difference.

If leadership knows that opportunities, promotions, and key decisions are happening in places where certain people are consistently excluded, and they do nothing to change it, that isn’t a social issue anymore. It’s a leadership issue.

As leaders, we should create multiple ways for people to build relationships and demonstrate their value. No one’s career should depend on whether they were invited to a foursome.

The goal isn’t to force your way into every huddle. The goal is to make sure your talent, your relationships, and your reputation are so strong that you don’t need one social event to advance your career.

Build your own network.

Create your own opportunities.

Become someone people seek out, wherever you are.

Have you ever noticed that the best coaches rarely have to yell?

Sure, there are moments when a game calls for intensity or something quite unexpected happens. But the coaches who consistently earn respect aren’t the ones screaming from the sidelines. They’re the ones whose players stop talking the moment they start speaking.

That’s authority. The same is true in business.

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Far too many leaders, especially women, believe they have to speak louder, faster, or more aggressively to prove they belong in the room. They think confidence sounds forceful. In reality, you sound stressed, desperate, and out of control.

Your voice is one of the most powerful leadership tools you have. Every meeting, presentation, interview, and difficult conversation is an opportunity to either build confidence in your leadership or quietly undermine it.

Lower the Speed and the Volume to Raise the Confidence.

When we’re nervous, we naturally speed up. We rush through our points before someone can interrupt us or challenge our thinking. Ironically, speaking faster makes people believe us less.

Coaches don’t rush the halftime speech. They know the team needs to absorb every word. Great leaders do the same.

Speak a little slower than you feel comfortable. Pause after an important point. Pause to make sure that you are using the best words for the situation. Give people a chance to think. Silence isn’t awkward, it’s powerful. And then be prepared to listen.

Eliminate the Language That Weakens Your Message

First, pay attention to how often you unintentionally soften your expertise.

• “I just wanted to...”

• “This might be a silly idea...”

• “I’m no expert, but...”

• “Does that make sense?”

• “Sorry...”

Second, slow down and analyze how each word you speak will be received. Do you choose;

• “I can’t believe this happened.” or “If this is the situation, here’s what I think we should do.”

• “I knew I shouldn’t have trusted you.” or “Tell me exactly what happened.”

• “Don’t interrupt me.” or (pause until they take a breath) “Okay, and my experience tells me...”

• “Can’t you do your job?” or “Here’s my recommendation.“

• “What is the problem?” or “Based on the data...”

Do you see the difference between the two? One sounds like you don’t have control over your situation, and the other one, you do. You don’t have to sound arrogant or, dare I say, “bitchy”. You simply need to sound certain.

Finish Like You Mean It

Don’t make statements that sound like a question. Pay attention to hear if your voice rises at the end, you could be unintentionally asking for permission instead of making a statement. When you know your recommendation, finish the sentence. Period. That doesn’t mean you’re unwilling to hear other opinions; it means you’re confident enough to contribute yours.

The Pregame Matters

Athletes don’t walk onto the field cold. Neither should leaders. Before a presentation, a board meeting, or an important conversation, spend a few minutes preparing your voice.

Stand up. Walk around for a few minutes in a “Wonder Woman” pose.

Take a few deep breaths.

Prepare an opening statement.

Bullet-point all of the things you want to cover.

Coach the Room

The best coaches don’t just give instructions. They inspire belief. As a leader, your voice should do the same. People aren’t just listening to your words. They’re deciding whether to trust your judgment, follow your direction, and believe in your vision.

Responsibility isn’t about having the perfect voice. It’s about using the voice you already have with intention and authority. You have enough experience to be a expert, own it.

The next time you walk into a meeting, don’t ask yourself, How do I sound more confident? Ask yourself, How can I communicate with the calm confidence of a coach who knows the game plan? Because leadership isn’t measured by how much noise you make. It’s measured by how much confidence your voice creates in others.

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If you’ve ever watched a championship game, you know the pressure doesn’t disappear when the stakes get higher. It intensifies. The clock winds down. The crowd gets louder; every decision matters. Business leadership works the same way.

Many people believe that once they become a CEO, business owner, or executive, they’ll finally “arrive.” They’ll have all of the confidence and all of the answers. They’ll stop second-guessing themselves. The truth? The higher you climb, the more pressure you carry, and when you know this, you simply get comfortable with it and face it like a pro.

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Here is the thing: you are the leaders, and you make decisions that affect people’s livelihoods. Crazy, right? You manage budgets, difficult conversations, unexpected crises, and impossible deadlines. Employees look to you for certainty, even when you’re figuring things out in real time. And ladies, this is no different than the problem-solving we do in every other aspect of our lives. How you react under pressure determines whether people will follow you.

So, pressure isn’t a sign you’re failing; it’s just business. And, guess what? The creative thinkers, the organizers, the project managers, you are inherently built for this. The mistake many leaders make is believing they have to become someone different to handle it. They become harder, more guarded, more reactive, and more controlling. Maybe some lose their sense of humor. Others lose their confidence. But the truth is, you’ve made many decisions under pressure in your life already. You already know this. Check your resume or, better yet, ask your friends. The circumstances are different, but problem-solving is what you have done for years.

Let me offer you this coaching moment: the best leaders I’ve known don’t eliminate pressure; it will always be there. They develop the ability to stay grounded while they’re in it.

• Start by pausing before reacting.

• Then ask questions rather than make assumptions.

• Then look to your company values and protect them even when it would be easier to compromise them.

• And, perhaps most importantly, don’t let the stress of leadership change how you treat people.

Anyone can lead when business is booming, the team is winning, and everything is going according to plan. Character shows up when things aren’t.

Think about the greatest athletes. They don’t practice only when conditions are perfect. They train for the fourth quarter. They prepare for overtime. They rehearse free throws with the game on the line, so everything comes naturally.

Great leaders prepare the same way by building habits before they need them, investing in mentors who offer perspective rather than panic, and creating routines that protect their energy. They also know when to step away long enough to regain clarity before stepping back into the game, because leadership isn’t about carrying pressure perfectly. It is about knowing what to do and how to react because we have had many opportunities to practice.

I’ve had seasons in my career when the pressure felt relentless. Growing a business, making payroll, navigating economic uncertainty, handling challenging employees, and a pandemic, none of it came with a timeout.

What made the difference wasn’t finding a way to eliminate the pressure. It was learning that I didn’t have to sacrifice who I was because of it.

I could still lead with integrity.

I could still treat people with respect.

I could still make thoughtful decisions instead of emotional ones.

I could still be myself.

That’s a lesson every leader eventually learns. Pressure will always be part of the game, but losing yourself doesn’t have to be. It all comes with practice. When people remember your leadership years from now, they won’t remember every quarterly number or strategic plan. They’ll remember who you were when things got hard.

“I’m a hugger!”

I guess it’s nice to be warned that someone is coming in for an intimate greeting, but here’s the thing: not everyone is a hugger. And if you’re one of those people—or you at least like to know someone before you go full body-contact—these tips might be for you.

Let me be clear: I like hugging my people. The people who have been my cheerleaders, my champions, the ones who have helped me move the needle in business and in life. The people I’m genuinely happy to reunite with.

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But everybody else? That’s a different play.

And while most of us are perfectly huggable, in business, the professionalism of that move can sometimes be called into question.

Think of it like basketball: not every pass is an alley-oop. Sometimes it’s just a clean chest pass.

A hug is a full-body connection. It crosses into personal territory. And not everyone has earned access to that space.

That doesn’t make you cold. It makes you aware.

Especially for women in business, physical greetings can be tricky. We are often expected to be warm, approachable, and accommodating. But there is a difference between being warm and giving away your boundaries.

That’s why you have to read the defense.

Is this person a longtime colleague? A mentor? Someone you’ve built trust with?

Or is this a first meeting? A networking event? A business introduction?

Not every interaction deserves the same level of familiarity.

And here’s the good news: you can redirect the play without making it awkward.

If someone comes in too fast for the hug, you have options:

Call the audible.
“Oh, I’m sorry—I’m not really a hugger.”

Simple. Clear. Done.

Use the injury report.
“Sorry, I’m getting over a cold.”

Still effective. Still creates space.

Run the stiff-arm.
If a handshake starts to turn into a hug, step back slightly or extend your elbow like a kickstand to create a barrier. A triangle defense.

It’s subtle, but it works.

And here’s one more move: be first. If you know you’re a handshake person, initiate it early and confidently. Extend your hand, make eye contact, and control the greeting before it gets fumbled.

That’s leadership. Because this isn’t really about hugs, it’s about boundaries. It’s about deciding who gets access to your personal space, your energy, and your comfort.

In business—and in life—you teach people how to engage with you. So whether it’s a handshake, a hug, or a wave from six feet away, make the move that feels right for you.

Because the best players don’t just react, they read the defense first.

Do you want a more detailed game plan? I wrote a book about everything I learned as a CEO. It’s not a biography, it’s not inspiration, it’s the playbook you need to move the ball and win the game. ORDER MY BOOK HERE for yourself or someone else who wants to move the needle: https://catherinelangcline.com/

Being a CEO, founder, or business leader means there will always be a lot of outpouring to others. Your employees need guidance, your clients need attention, and your board needs answers. Your family needs your time, and everyone is pulling from your tank.

But if you manage it right, leadership can fill your tank too. That starts with understanding one thing: investing in yourself is not selfish. It is necessary. Let’s start with the concept of servant leadership.

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Being a servant leader is fantastic; however, many people embrace the servant-leader concept so fully that they forget their career should move them forward, too. They make sure everyone gets raises, everyone is treated properly, and everyone takes advantage of their vacation time. And yet, leadership is often the worst at doing those things for themselves.

They pour into everyone else but neglect their own future.
They fail to save.
They don’t build wealth.
They don’t think strategically about where they want to be in five or ten years.
They skip the networking event.
They pass on the board seat.
They don’t invest in coaching, education, personal branding, or even their own health.

And let’s talk about vacation.

If you brought your computer, you’re not on vacation. If you’re checking emails from the beach, answering texts by the pool, or jumping on calls between family dinners, you’re not resting, you’re relocating your stress.

And here’s the problem: leaders who never unplug start making tired decisions. Exhaustion is expensive. It costs creativity. It costs patience. It costs vision.

Invest in your team by developing, promoting, and rewarding them, and grow them into people that you can delegate to. Invest in yourself by protecting your time, developing your skills, expanding your network, and managing your finances.

And invest in your future by asking the hard questions:

Where do I want to be next?
What do I want my legacy to look like?
What opportunities am I creating for myself beyond this role?
Am I saving enough for my own future retirement?

The goal isn’t just to create success for everyone around you. The goal is to create success for yourself, too. I mean, you are working hard, right?

In business, just as in sports, no athlete performs at their best without recovery, training, paying yourself what you are worth, relying on your teammates, and a long-term game plan.

If you enjoyed this post, you can buy my book at catherinelangcline.com

Leaders, at heart, want to be liked. But the most successful leaders understand that being liked and being respected are not the same thing.

That’s where many leaders get stuck. Especially women. We often fall into roles that feel natural because they align with how we’ve been taught to lead, nurture, and connect. Before long, we are being seen as:

Parent — “I’m going to take care of these young employees, and they will look up to me for guidance.”

Friend — “We have something in common—this company—so we’re friends.”

Confidant — “Tell me your goals, and I’ll tell you mine.”

Teacher — “Watch what I do. This is how I want you to do it.”

Cheerleader — “I know you can reach the goals I’ve set for you. I believe in you.”

And probably a few more.

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Here’s the problem: while pieces of those roles matter, none of them is your actual job.
You are not their parent.
You are not their friend.
You are not their therapist.
You are not their biggest fan.

You are their leader.

And when you set clear boundaries, you reinforce your role as a leader, helping your team understand expectations and respect your authority.

This is where businesses start to suffer, when someone misses deadlines, underperforms, or violates expectations, and deep down they know;

A friend would never fire them.
As a confidant, you know their personal struggles.
Or you’ve met their spouse, their kids, and heard all about their financial stress.

Now it’s an emotional decision rather than a business one. That’s dangerous.

Leadership requires clarity. It requires consistency. And most importantly, it requires boundaries to help your team feel secure and understand expectations.

Don’t save the “boss hat” for special occasions. Wear it every day.

Not harshly.
Not arrogantly.
But consistently.

Respect is built when your team knows what to expect from you.

It’s built when your words match your actions.
When your standards don’t shift depending on the person, your team will feel confident in your leadership and respect your consistency.
When accountability applies to everyone, including your top performer, it builds trust and shows your team that fairness matters.

That starts with values.

Determine what your business values are. Most likely, they mirror your personal ones.

Do you value accountability?
Honesty?
Excellence?
Ownership?
Follow-through?

Ask yourself: What kind of person succeeds here?

Then ask the harder question: Am I modeling that every day?

Because your team will not respect standards you don’t live by yourself.

If you want people to do what they say, you have to do what you say.
If you want them to be driven, you have to show drive.
If you want excellence, you cannot tolerate mediocrity.

Leadership is not about being one of the guys.
It’s about being the one setting the standard.

And standards, not popularity, are what build winning teams.

In sports, players don’t respect the coach because the coach is their buddy. They respect the coach because they are consistent, fair, and committed to winning.

Business is no different.

Your job isn’t to be liked.

Your job is to lead.

And when you lead well, respect follows.

More coaching like this comes in my book. Order your copy or a copy for a person in your life who needs some help curing imposter syndrome, being the wallflower, or falling short of being the leader that they want to be. ORDER HERE

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Some days you’re winning, the team is clicking, and everything is running smoothly. Other days? It feels like the playbook got thrown out the window, the refs missed the call, and somehow you’re down by twenty points.

Business is exciting. It’s challenging. But let’s be honest—it can also be incredibly frustrating. And frustration, if unmanaged, can turn into anger, especially when the issue could have been prevented, when communication was unclear, when someone dropped the ball, or when the “emergency” could have been solved in a two-line email.

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That’s when leadership gets tested. Not when everything is easy, but when things are messy, tense, and expensive. I’ve seen leaders lose it. Yelling, slamming doors, throwing things, and publicly shaming their team. Leading by fear instead of strategy. And while fear might get immediate movement, it never gets long-term loyalty.

No championship team plays its best when they’re afraid of its coach because a great coach doesn’t add chaos to chaos. They slow the game down, create clarity, and provide some instruction or help.

Your team is watching you. In the middle of the crisis, they are taking cues from your tone, your body language, and your words. If you panic, they panic. If you explode, they shrink. But if you stay composed? They believe the game is still winnable.

I remember one moment when a major client project was going sideways. Expectations weren’t aligned, and tensions were high. My team was visibly rattled because they knew the client was unhappy.

I had two choices: I could storm into the room and start assigning blame, or I could coach. I chose to coach.

Instead of saying, “How did you let this happen?”
I asked, “Where exactly did the breakdown happen?”

Instead of saying, “Do I have to do everything myself?”
I asked, “What were the client's expectations, and can we still meet them?”

Instead of focusing on who fumbled the ball, I focused on how we could still move the ball down the field. A mistake is not the end of the game.

The team calmed down.
They got honest.
We solved the issue.
And we kept the client.

Not perfection.
Not control.
Composure.

Strong leaders know how to take that energy and redirect it. Here’s how:

Call the next play.
Don’t replay the mistake in the heat of the moment. Focus on the next move.

Get the facts first.
Emotion clouds judgment. Facts create strategy.

Protect your players.
Never embarrass your team publicly. Correct privately, lead publicly.

Lower your voice.
The calmer you are, the more authority you have.

Debrief after the game.
When the dust settles, then you can talk about what happened and how to prevent it next time.

The best coaches don’t scream because they’re losing. They coach harder. And the best leaders? They know that keeping their cool isn’t a sign of weakness. It’s discipline.

Because in business, just like in sports, anyone can react.

Champions remind themselves that they are professionals and score.

BONUS! Here are more examples of the difference in language:

DON’T SAY: “I can’t believe how much you messed this up!”
SAY: “We can figure out what went wrong later. What do we need to do right now?”

DON’T SAY: “If we lose this client, it will be your fault!”
SAY: “Let’s focus on the options in front of us.”

DON’T SAY: “This is a total disaster.”
SAY: “Walk me through exactly what happened.”

DON’T SAY: “What makes you think you can talk to me like that?”
SAY: “I hear that you’re upset. Let’s stay focused on solving this.”

DON’T SAY: “Why does this keep happening? Do I have to do everything myself?”
SAY: “This seems to be a recurring issue. Let’s identify the pattern and fix it.”

DON’T SAY: “That’s a terrible idea.”
SAY: “I see where you’re going with that. Let’s talk through the risks and other possibilities.”

DON’T SAY: “Stop making excuses.”
SAY: “Help me understand what got in the way so we can address it.”

DON’T SAY: “This should have been obvious.”
SAY: “Let’s make sure expectations are clear moving forward.”

DON’T SAY: “I’m done talking about this.”
SAY: “I think we need a moment to reset, and then we can come back to this productively.”

Does this help?

My book contains even more suggestions on how to be the best leader that you can be. Order a copy today!

There are certain words and phrases that many women still struggle to embrace, even though we think nothing of them when they’re used to describe men.

How do these statements make you feel?

• “She is very ambitious.”

• “She will do what it takes to get ahead.”

• “She is a real go-getter.”

• “She can master the boardroom.”

• “She is a baller.”

• “She gets what she wants.”

• “She is the most powerful person in this room.”

Be honest. Did you cringe at any of them?

Did you immediately picture someone difficult, intimidating, or perhaps even unlikable? What might she be willing to do to get ahead? It’s interesting how differently these phrases land when they’re attached to a woman. When we hear them about a man, we often think: successful, driven, confident, leadership material. When we hear about a woman, there can still be a tendency to question her motives.

Society has made progress, but we still have work to do when it comes to accepting that women in business often want the same things men want: success, influence, recognition, financial security, and yes, power.

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And if that sounds uncomfortable, ask yourself why. After all, why are you in business? I’ve heard many answers over the years, and one of my favorites is:

“I had a hard time working for someone else, so I started my own business.” Because, me too.

But more often, I hear things like:

• “I’m a mom, and I wanted flexibility.”

• “I wanted to help with the family income.”

• “I felt this was my purpose.”

• “I love helping others.”

These are all wonderful reasons. Noble reasons. All of the same for me, too. But I can tell you this: I’ve never heard many men explain their entrepreneurial ambitions quite this way.

Women often feel the need to justify their success with service. We soften our goals. We wrap our ambition in purpose. We make sure everyone understands that our desire for success is really about helping others.

And helping others is important. But what if you also admitted that you want to build wealth? What if you acknowledged that you want influence? What if you said out loud that you want to be powerful? Not because you’re selfish. Not because you’re greedy. Because those things allow you to make a bigger impact.

As your business grows, you can hire more people. You can create more opportunities. You can serve more clients. You can support more causes. You can provide more for your family. You can buy back your time and gain the freedom you’ve been working toward.

You also have a responsibility to yourself.

You need a profitable, stable company. You need to plan for your future. You deserve financial security. You deserve choices. And after all the risks, sacrifices, long hours, and hard work, you deserve to enjoy the rewards that come with success.

Every championship team keeps score. No athlete spends years training, competing, and sacrificing only to say, “The score doesn’t matter.”

Business is no different. There’s nothing wrong with wanting to win.

So yes, feed your family. Help your clients. Change your community. Make the world better. But don’t be afraid of money. Don’t be afraid of influence. Don’t be afraid of power. The women who have the greatest impact are often the ones who embrace all three.

Do you want even more of a pep-talk? I wrote an entire book about how to think like a champion, and it all comes down to understanding the rules of the game.

Sometimes getting into the room, connecting with the right people, and achieving the things you want most is simply a matter of giving yourself permission to do so.

It sounds almost too simple, doesn’t it? Yet I see it happen all the time. Talented, capable, intelligent women stand on the sidelines waiting for someone else to tell them they’re ready. They wait for an invitation, a promotion, a nomination, or validation from someone they perceive to have more authority.

Imagine a soccer player being wide open all the way to the goal. The clock is running down, the crowd is watching, she knows she can hit it, yet instead of taking the shot, she keeps looking to the bench for permission. The opportunity passes, not because she lacked the skill, but because she hesitated.

Business works much the same way.
Many of us spend years collecting credentials, building experience, and proving ourselves. We tell ourselves that once we reach a certain milestone, then we’ll speak on that stage, apply for that board seat, launch that business, write that book, or introduce ourselves to that influential person. We wait. And everyone is looking, wondering why we didn’t take the open shot.

The reality is that most successful people didn’t get where they are by waiting. They stepped forward with a “pick me!” “Why not me?” attitude. They knew that they had completed the hard work, they were ready for a move, and this was the step that could get them to the big leagues.

Of course, this doesn’t mean being reckless or overconfident. Preparation, experience, and hard work matter. Everything in your bio matches for this play. But are you the type to pull back, because you still don’t feel prepared enough? There comes a point when additional preparation becomes an excuse for avoiding action. Look at those who are where you want to go. If they did so, can you.

I’ve seen women hesitate to join executive organizations because they weren’t sure they belonged, asking themselves, “Am I really an executive?,” “Do I think I can really handle it?”. I’ve watched business owners delay pursuing larger clients because they thought they needed more experience, more staff, or more product. Say yes, and then figure it out. One of the biggest mindset shifts a leader can make is recognizing that doing big things is something you claim, it is you letting others know that you know the rules and are playing to win. You see a forward move, an opening, and you go for it.

I’ve also heard leaders decline speaking opportunities and perfect PR moments because they felt someone else was more qualified.

Want to join that networking group? Give yourself permission and do it.

Want to reach out to someone you admire? Give yourself permission to introduce yourself. You are a CEO, President, or someone in leadership, don’t deny them the pleasure of knowing who you are.

Want to pursue a board position, leadership role, speaking engagement, or new business opportunity? Give yourself permission to say “yes” and/or contact the decision-makers.

At some point, every leader realizes there is rarely a gatekeeper standing between them and their next level of success. More often than not, the gatekeeper is the voice in their own head saying, “Maybe later,” “I’m not ready,” or “Someone else is more qualified.”

The good news is that you only need to take that step forward. Sign your own permission slip, because you CAN do this, and get in the game.

Would you like to learn about more ways to win? This is my playbook. Order your copy of my book today! https://catherinelangcline.com/

If you have ever walked into a networking event, client meeting, golf outing, or corporate happy hour and found the room divided like a middle school dance, boys on one side, girls on the other? How about finding yourself standing in a circle of men, wondering how to break in? You are not alone, for many women in business, especially in leadership, those moments can feel awkward, intimidating, or simply exhausting.

But guess what? Some of the best business relationship building happens in casual conversations. Talking about absolutely nothing important.

For years, men have built business relationships through casual conversations that slowly develop into trust. Meanwhile, many women wait for the “official” business conversation to begin before speaking up. The problem is that by the time the formal meeting starts, relationships have already been formed.

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The Secret: Most Conversations Are Not That Deep

Here’s what I’ve learned over the years: many men do not have wildly sophisticated conversations in these settings. They are talking about:

• Sports

• Travel

• Food

• Their kids

• Recent events

• Funny stories

• People that they know in common

• Weekend plans

That’s it.

You are not trying to gain a sale; you are simply trying to connect. Your job is not to score every basket. Your job is to keep the ball moving and find the opening that is your common ground.

Easy Ways to Start the Conversation

Use Curiosity as Your Superpower

You do not need expertise. You need curiosity.

Try:

• “Have you come to this event in past years?”

• “Have you heard this speaker before?”

• “How long have you been in your business?”

• “What is your favorite part of your job?”

Questions invite people in.

Find the Universal Topics

Simple questions are often just a gateway into bigger conversations. Here are some conversation starters that everyone in business can relate to:

• Pain points that you can solve

• Discovering people that you know in common

• The brilliance of your team

• The passion for what it is that you do

• Pressures we feel in our industry

• Winning and losing

Sportsball? Learn a Few Basics

You do not need a full playbook. Just enough to stay in the game.

Know:

• The local teams

• Major championships

• A few current headlines

• Basic terminology

That tiny bit of effort can dramatically increase your comfort level.

You Do Not Have to Become “One of the Guys”

This is important.

The goal is not to change who you are. You do not need to force yourself into conversations that feel fake or performative. You do not need to pretend to love sports if you don’t. The goal is to become more comfortable entering conversations instead of standing outside them. Because visibility and connection matter. And confidence grows with repetition, think of it as every conversation is another rep in the gym. You are only going to get better and stronger at it.

Over time, you realize something important: you belonged in the conversation all along.

There’s a reason we love a good sports story. It’s never just about talent; it’s about transformation. And one of the greatest examples of this is Michael Jordan of the Chicago Bulls.

There was a time when Jordan ruled the court. A superstar in every sense of the word, he could score at will, dominate opponents, and make highlight reels look effortless.

But for years, he couldn’t win a championship.

Not because he wasn’t good enough.
Not because he didn’t work hard enough.
Not because he didn’t want it badly enough.

He couldn’t win because he was trying to do it all himself.

Jordan was carrying the weight of the team like a one-man show. He didn’t trust his teammates enough or fully use the people around him. And when you’re trying to play every position, take every shot, and control every outcome, you eventually burn out, or you plateau.

Sound familiar?

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The Hard Truth: Talent Alone Doesn’t Win Titles

This is where so many business owners get stuck. You can be incredibly smart, highly skilled, passionate, and motivated. You can even be the best in your industry, but if you’re trying to run your business like a solo sport, you’re going to hit a ceiling.

Championships aren’t won by stars alone. They’re won by stars who know how to use their team.

The Game-Changer: A Coach Who Changed Everything

Then came a turning point for Jordan and the Bulls: Phil Jackson. Jackson didn’t come in and tell Jordan to stop being great. He didn’t dull his edge or reduce his ambition; he did something far more powerful. He showed Jordan that the fastest way to get everything he wanted was to stop playing alone.

He helped him see the bigger picture, that leadership isn’t about being the hero every time. It’s about making the entire team better. It’s about trusting the pass, knowing when to take the shot, and when to create the play for someone else.

And that’s when the championships started happening.

Business Owners: You Don’t Need to Hustle Harder, You Need Support

This is where the lesson gets personal. Many women business owners are walking around as the Michael Jordan of their industry. I see you, and you are brilliant at what you do, but that doesn’t mean you’re building a championship business. Sometimes the very thing that made you successful, your independence, your work ethic, your ability to “just handle it,” becomes the thing that keeps you stuck.

You’re taking every shot. Eventually, you get exhausted… and frustrated… and confused about why growth feels so hard.

If You’re Stuck, Look for Who’s Open

If you feel like you’re doing all the right things but still not getting the results you want, don’t assume you’re failing. Instead, ask yourself a better question:

Who am I refusing to pass the ball to?

Who is capable of helping you?
Who could take something off your plate?
Who could handle the details so you can focus on the big plays?

Because delegation isn’t a weakness, it’s leadership.

A Coach Helps You See What You Can’t See

Even the greatest athletes in the world don’t coach themselves. This is a fact.

They have someone watching from the outside, someone who sees the bigger strategy. That’s exactly what a mentor or coach does for you in business. They provide a game plan.

A coach helps you:

• make decisions faster

• stop overthinking

• recognize patterns that are keeping you stuck

• build a strategy that fits your goals

• stay accountable to the version of yourself you’re becoming

Final Thought: The Trophy Isn’t for the Hardest Worker

The trophy goes to the person who understands the game. The one that produces the best numbers and brings home the biggest wins. And the game of business is not about doing it all yourself.

It’s about building a team you trust, listening to a coach who challenges you, and making moves that multiply your impact.

You’ve got this, superstar. Now make some room for that ring!

Need more plays? My book is not a memoir, it’s not a system, but it is a no-nonsense playbook to get you unstuck by learning The Rules of the Game. https://catherinelangcline.com/

You can turn heads like that, too. You can be the one that everyone wants to talk with, and it all starts with that first impression.

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In my last blog post, I talked about how important it is to get the word out that you’re an expert in your industry. Your years of experience, your passion, your results, your connections, those are the things that make you one of the best in the business.

So what better way to reinforce that than to be recognized as an expert in your field?

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Winning an award is incredible PR, marketing, and credibility. It’s the kind of “street cred” that makes people pay attention, and it gives you an advantage before you even walk into the room. And yet… so many business owners shy away from applying. Not because they aren’t qualified, but because they get caught up in the mental noise.

• Imposter syndrome

• Old recordings in their brain telling them they’re not “good enough”

• Doubt that their hard work has truly paid off

• Fear of being seen as arrogant

• Insert your story here

But let me ask you something: why not you? You’ve put in the work, and you’ve earned the results. You’ve built something real. Now it’s time to step up and let the world see it. Because here’s what most people don’t realize: the organizations that give out these awards usually have to beg people to apply. We see, “Nominations have been extended for another week.” And by the way, they have to beg women even more to apply. Your opportunity is RIGHT THERE!

They’re looking for qualified leaders. They want strong applicants. And if you meet the criteria, you have a real shot at being recognized.

And if you’re not sure your resume is strong enough? Apply anyway. Let them decide. That’s what winners do. They don’t disqualify themselves before the game even starts.

One of the first awards my company ever received was based on fast growth. We read the description, realized we met the requirements, and thought, “Well… why not?” Next thing we knew, we were standing on stage accepting an award alongside 49 other companies that had reached the same milestone.

And once that award is in your hands? It’s yours. No one can take it away. It becomes part of your story, and now you’ve got powerful marketing proof that you aren’t just claiming success… you’ve been officially recognized for it.

Think of it like a championship banner. Once it’s hanging in the rafters, it stays there. And here’s the strategy part: don’t just win the award, use it.

When the organization promotes the recipients, share it everywhere. Take that PR and run with it. Post it on social media, put it in your newsletter, mention it on LinkedIn. Celebrate it publicly.

Then use that recognition in all your marketing:

• Add it to your email signature

• Put it on your website

• Include it in your proposals

• Reference it in sales conversations

• Bring it up in speaking intros

Because awards aren’t just something you win, they’re something you leverage. They become a conversation starter and a credibility boost. A proof point that says, “It’s not just me saying I’m good at what I do. Other people see it too.”

And is that bragging? Nope. That’s just stating facts. It’s letting potential clients know they can work with one of the best in the business.

So what are you waiting for?

This is how you play big.

This is how you show the world you’re not just building a business, you’re building a winning team. And everyone loves to be associated with the winner.

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As a homeowner, I’ve had plenty of updates and repairs done to our 70-year-old house. Years ago, I hired a contractor whose signs were posted all over the neighborhood. Long story short, he was excellent. I used him again and again. No need to shop around. He was the guy.

I have that same kind of brand loyalty with other businesses, too: my car, my healthcare team, my hairstylist. When I find someone I trust, I stick with them. I want to feel like they know me, will take care of me, and know I’m getting real value for my money. Will I pay a little more for that? Heck yes!

That mindset helped shape how I wanted my own business brand to feel, and how I wanted people to feel when working with me personally.

Because here’s the truth: people buy from companies they believe in.

So ask yourself: If someone hires my company, how will they feel afterward?

Do you deliver:

• Great customer service, even when the client is stressed or difficult?

• A problem-solving mindset, even when barriers pop up?

• Clear explanations of why your specialized service is worth the investment?

• A sense of ease, where clients can hand you the problem and trust you’ll handle it?

• A true partnership, rather than a relationship that feels like a sales pitch?

I handed over the keys to my house and my car to someone I trusted completely. Do your customers feel that same confidence in you?

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How to Position Yourself as the Expert

Here are a few things you can do right now to strengthen your authority and become the go-to in your space:

Tell people you’re an expert.
Talk about what you do, why you’re passionate about it, and what results your clients have experienced. Don’t wait for someone else to label you; claim your role.

Get comfortable talking about your expertise.
Use your knowledge in your marketing, in casual conversation, on social media, and anywhere you show up. You’re not bragging, you’re stating facts. There’s nothing “too much” about letting people know what you bring to the table.

Carry yourself with confidence.
You worked hard to get where you are. You know things. You’ve earned the right to lead with authority, and confidence isn’t arrogance; it’s credibility.

Respect your bigger competition, but clearly define your specialty.
You can acknowledge the big players while still making your positioning crystal clear. Say something like:
“We’re not a jack-of-all-trades. We specialize in this one thing, and we’re great at it because it’s what we’re built for.” If they love their vendor, no worries. Just remind them that you are available to step in if they get stuck. “We are here to help when you are ready.”

Be visible where your clients are.
Just like that contractor, show up everywhere your ideal customer spends time. Visibility builds familiarity, and familiarity builds trust. When people see you consistently, it signals that you understand the game they’re playing, and you’ve got a proven track record. They see the success you have had with others and recognize you as a reputable source.

And finally,

Deliver. Deliver. Deliver.
When the opportunity arises to work with a new client, aim for a flawless experience. This is your make-or-break moment, and it will set the stage for whether you are, in fact, expert enough to handle their work.

Because the goal isn’t to be one of many options.

The goal is to be the one they don’t even question calling.

Be the expert. Be the authority. Be the one.

I cover this topic and more in my book. Consider gifting it to yourself or to your new graduate. It’s available everywhere books are sold, or go directly to my website to order your copy. https://catherinelangcline.com/