19 episodes

Helping ambitious women elevate their leadership impact in a male dominated corporate world.

Power Your Impact Shami

    • Business
    • 5.0 • 19 Ratings

Helping ambitious women elevate their leadership impact in a male dominated corporate world.

    Are You a Woman in Supply Management Who Harnesses Her Talent DNA?

    Are You a Woman in Supply Management Who Harnesses Her Talent DNA?

    Today we are going to talk about how to harness what makes you as an individual uniquely powerful. Find the show notes on my website at Poweryourimpact.com/18.

    Talent is innate, it is natural, it is who you are. We all have strengths and we all have areas we can improve.

    But too often we put more focus on the areas we need to improve instead of leaning into our strengths.

    Think about the last performance review you had, or the last performance review you gave. Did the discussion focus more on the opportunities for improvement and less on celebrating excellence?

    If so, how did it make you feel? What did you focus on after the review? Did you gloss over the praise received, and instead focus on the areas of improvement?

    Instead, if after the review you had placed more emphasis on what you had done well, imagine how energized and engaged you would’ve felt.

    Now imagine if instead of overinvesting in the development opportunities that had been laid out for you, you could have harnessed your strengths.

    Leaning into your Talent DNA fosters excellence, but it requires identifying your strengths and a mindset shift.

    You would need to free yourself from external expectations and allow yourself to focus on developing your personal best.

    When I was developing my Leadership Coaching business, a friend of mine introduced me to the Clifton Strengths Assessment. I was familiar with Hogan and Meyers-Brings personality tool, but had not come across Clifton Strengths.

    The Clifton Strengths Assessment is designed to help individuals identify their natural strengths across 34 talent themes. The 34 talent themes comprise 4 domains of leadership:

    1.Executing
    2.Influencing
    3.Relationship Building
    4.Strategic Thinking

    The on-line assessment is comprised of 177 questions and typically takes under 1 hour to complete.

    I had researched several tools for my Leadership Coaching Program and ultimately selected the Clifton Strengths Assessment for 2 reasons:

    1.You deepen your understanding of your strengths
    2.You receive concrete ideas for taking action so that you can advance your goals, address challenges, and develop your strengths

    Feedback to-date from those who have invested one hour to take the Clifton Strengths Assessment has been overwhelmingly positive.

    I can only imagine the value that I as a leader would have derived, both for my own personal growth and also for the members of my teams, had I discovered this tool when it first came out in 2001.

    Imagine the excellence that you would achieve if you leaned in to your natural strengths.

    • 4 min
    Are You a Woman in Supply Management Who Stands in Her Power?

    Are You a Woman in Supply Management Who Stands in Her Power?

    Today we are going to talk about choosing to be your authentic self. Find the show notes on my website at Poweryourimpact.com/17.

    Being your authentic self means being true to you regardless of external pressures and implications.

    When you are true to you, you expend less energy pretending to be something that is not in line with who you are.

    Reality is, however, the relentless pressure to conform, at times, holds us back. Conforming can open doors that may not be open if we were not to conform.

    As individual’s we do have a choice, but with our choice may come trade-offs.

    Choosing to be your authentic self requires self-awareness and courage.

    I recently had the opportunity to engage in a webinar spotlighting Ritu Bhasin, author of Amazon best-seller “The Authentic Principle”.

    She defined Authentic Principle as a commitment to being yourself, as much as possible, so that you feel more empowered, confident and joyful.

    She started by outlining what she referred to as a framework of our “3 selves”:

    1.Our authentic self: being who you would be if there were no consequences for your actions.

    2.Our adaptive self: willingly and happily choosing to adapt yourself to meet your needs and that of others.

    3.Our performing self: masking our true selves to conform to the pressures of the dominant culture.

    The author then explained that we make choices every day on how we apply our 3 selves across 7 behaviors:

    1.How we choose to express ourself

    2.How we choose to communicate verbally

    3.How we choose to communicate non-verbally

    4.The tone in which we choose to speak

    5.Our appearance

    6.The content we share

    7.Our actions

    Once the ground work was laid out, Ritu emphasized a few key points:

    Being your authentic self is a choice and a journey.

    At times you may choose to shift your behavior between your authentic self and your adaptive self based on a situation or a circumstance.

    Certain behaviors may be your anchor. These are the ones you will not change regardless of the situation or circumstance. Be unapologetic and resilient against judgement.

    She concluded by highlighting 4 additional points:

    Being your authentic self is the consistent practice of choosing to know who you are, embracing it, and being it.

    When we choose to be our authentic self or our adaptive self we are operating in a zone of empowerment.

    When we choose to be our performing self we are operating in the zone of disempowerment.

    The first step is to know who you are. 

    • 5 min
    Are You a Woman in Supply Management Who Leads with Head and Heart?

    Are You a Woman in Supply Management Who Leads with Head and Heart?

    Today we are going to talk about what an inclusive leader looks like. Find the show notes on my website at PowerYourImpact.com/16.

    An inclusive leader sets the tone and models the behaviors that creates an environment where each person feels seen, valued, respected, and able to contribute.

    Harvard Business Review published an article in March 2020 showing that what leaders say and do makes up to 70% difference as to whether an individual feels included.

    When employees feel included they are more likely to share ideas and embrace collaborative decision making.

    Inclusive leaders drive optimal productivity, creativity, efficiency, and engagement.

    I spoke with a diverse group of executive women in Supply Management and asked each to share their perspective on the key foundational traits that enable an inclusive leader.

    Five traits were identified:

    1.Authenticity
    Requires humility, setting aside ego, and establishing trust in the face of opposing beliefs, values or perceptions.

    2.Emotional Resilience
    Requires the ability to remain composed in the face of adversity or difficulty around differences.

    3.Self-Assurance
    Requires a stance of confidence and optimism.

    4.Inquisitiveness
    Requires openness to differences, curiosity, and empathy.

    5.Flexibility
    Requires the ability to tolerate ambiguity and to adapt to diverse needs.


    So what does an inclusive leader look like in the workplace?

    An inclusive leader takes on a collaborative and facilitative approach as opposed to a control and command approach.

    An inclusive leader operates transparently rather than behind closed doors.

    An inclusive leader is culturally agile, not tied to their own worldview.

    An inclusive leader fully embraces and leverages the vast diversity of today’s workforce.

    An inclusive leader creates a safe space where people feel accepted and empowered to give the best of their talents.

    Inclusive leaders unlock the power of all members of their team.

    Are you an inclusive leader?

    • 4 min
    Are You a Woman in Supply Management Who Has Made the Shift from Pushing to Pulling?

    Are You a Woman in Supply Management Who Has Made the Shift from Pushing to Pulling?

    Last week we discussed tips on how to give the gift of feedback so that it is heard and embraced. Today we are going to talk about the dual benefit of asking for feedback. Find the show notes on my website at PowerYourImpact.com/15.

    The best leaders know that feedback is a two-way street and they recognize the importance of asking for feedback.

    Asking for feedback routinely provides valuable insights into areas of improvement.

    But there is also a second, and very important, benefit to asking for feedback.

    Asking for feedback routinely can be key factor in establishing your organization’s culture.

    Asking for feedback encourages open communication and vulnerability.

    Receiving feedback can be hard. If not given constructively, it can sting.

    It takes courage and humility to ask for feedback, but by doing so, you model the behavior you want to see by your team.

    By actively demonstrating those qualities as the leader, you encourage your team to do the same.

    How you begin to ask for feedback coupled with how you receive it will begin to set the tone for a shift from a “push” feedback culture to a “pull” feedback culture.

    Pulling for feedback and putting it into forward action instead of waiting for feedback on a past action demonstrates an intrinsic desire to learn and grow.

    Pulling for feedback and putting it into action also cultivates a culture of openness and vulnerability.

    As a leader, you are responsible for asking for feedback, and doing so routinely.

    Over the course of my 30 years in Corporate America I learned from various leaders some valuable tips on how to pull feedback.

    Here are 7 tips that you as a leader can follow:

    (1)Explain why you are seeking feedback
    People need to be convinced that you want feedback for the right reason.

    (2)Phrase your request in a way that encourages people to provide helpful suggestions
    Ask an open-ended question such as “How can I do better at…” versus “Do you have any feedback for me?”

    (3)Focus your request
    People are more likely to give you helpful feedback on a specific area that you are seeking if you specify upfront.

    (4)Give the person time to think about your request
    Ask the individual if you can follow-up with them in a few days.

    (5)Actively listen when receiving feedback
    Quiet your ego and ask questions to confirm your understanding.

    (6)Receive feedback with gratitude
    Demonstrate your appreciation and avoid any defensiveness in your response.

    (7)Reflect on the feedback and take action
    Implementing change reinforces that you are listening and that the person’s feedback matters.

    As a leader, giving feedback routinely, but also seeking feedback routinely is critical for the development of others and of one’s self.

    As a leader, seeking feedback routinely also helps to create a culture of trust and open communication. 

    How often do you as a leader ask for feedback from your team?

    • 5 min
    Are You a Woman in Supply Management Who Knows How to Give the Gift Effectively?

    Are You a Woman in Supply Management Who Knows How to Give the Gift Effectively?

    Today we are going to talk about techniques to give the gift of feedback so that it’s constructive and empowering. Find the show notes on my website at PowerYourImpact.com/14

    Do you recall a time when you knew that you should provide constructive feedback to a team member, but you postponed or avoided it?

    I suspect most of us have been there at some point in our career. For me, I dreaded it because it can, at times, feel uncomfortable.

    Sure, delivering positive accolades is easy, it’s the other stuff that’s not so easy.

    Feedback, when shared effectively, provides an individual the information that is needed to improve and to grow. It is an opportunity to discuss solutions and make positive change.

    Feedback is a gift, but how you frame and deliver it is critical.

    Providing constructive, timely feedback is critical to the development of an individual. Putting it off could compound the issue and possibly lead to a bigger problem.


    I recently interviewed a woman senior leader in Supply Management who shared with me her 8 tips to delivering constructive feedback in a useful and positive way: 

    1.Be intentional with your feedback
    Make sure your feedback is coming from a place of helping someone improve their performance.

    2.Be timely with your feedback
    The work should be fresh in the mind so that the feedback is relevant and actionable.

    3.Focus on specifics
    Share meaningful facts to put the feedback into context.

    4.Start with what is working first
    Share the positive before “what can be done better”. Keep it balanced.

    5.Discuss the behavior, the impact, and action steps that can be taken
    Describe the impact of a specific behavior and possible steps to address.

    6.Build a bridge
    Focus on the issue with the intent to help the individual grow rather than showing them what is wrong.

    7.Encourage a 2-way conversation
    Encourage questions to confirm a clear understanding and collaborate to identify solutions together.

    8.Follow-up on progress
    Feedback should be a constant loop, not an annual discussion.

    Feedback can be invaluable when offered in the right way with the right intention.

    The best leaders give constructive, timely feedback, but also seek feedback from their employees.

    Feedback should be a 2-way street.

    As an effective leader, you need to know how to give feedback effectively and how to receive it constructively.

    Stay tuned for next week’s episode where we explore the art of receiving feedback as a leader.

    • 4 min
    Women in Procurement & Supply Chain Know When to Listen to Their Inner Voice

    Women in Procurement & Supply Chain Know When to Listen to Their Inner Voice

    Today we are going to talk about the importance of listening to your gut. Find the show notes on my website at Poweryourimpact.com/13.

    Good decision making is grounded in data. You apply rationale, logic and data to look for patterns. Patterns should lead you to the best option, right?

    While this approach is effective in many scenarios, it does not always point to the optimal answer.

    Patterns are based on past experiences. Patterns may not repeat themselves. Using what you have seen in the past may not be a good indicator of the future.

    Good decision making sometimes requires listening to your “Inner Voice”.

    Your inner voice is that gut feel you sometimes get. It can be an important data point.

    It is a combination of wisdom, experience, and an innate intuition.

    It’s your instincts.

    Sometimes there isn’t enough data, and you have to follow your instincts.

    Sometimes there is enough data, but your inner voice is pushing you to consider other factors before making your decision.

    It takes courage to follow your gut. At times it may come with risk.

    It doesn’t replace the need for logic and analysis; it compliments logic and analysis. It helps paint a whole picture.

    I can clearly recall a time when I actually ignored my inner voice. 

    I was the hiring manager for a critical Director role on my team. The team was drowning in work and we needed to fill the position quickly. 

    On paper, the candidate appeared to be an ideal fit for the job. Feedback from the interview team was thoughtful and balanced. 

    I agreed with the feedback, but something inside was gnawing at me. I couldn’t quite put my finger on it, but the feeling was definitely there.

    In the end, I hired the candidate. The candidate lasted less than 3 months. 

    As I reflected on the experience, I realized my gut had been warning me that this individual would not be willing to do the heavy lifting required of the role.

    It became apparent early on that the candidate was more focused on getting to the next level than getting the job at hand done. 

    We had asked all of the right interview questions to flush this out, but the candidate’s prior experience and responses masked reality.

    I had ignored my gut feeling and was now back at square 1.

    There is no standard formula to making the right decision. You can’t always trust data alone. You also can’t always follow your gut either. 

    Effective leaders learn through experience how to strike a balance between insight and instinct. 

    When making an important decision, do you pay attention to your inner voice?

    • 5 min

Customer Reviews

5.0 out of 5
19 Ratings

19 Ratings

Ann Sheehy ,

Women in Procurement &Supply Chain Can Be Assertive Without Being Labeled Aggressive

I’m really enjoying all the episodes of these podcasts. Shami provides valuable insights and tips for women in every field/ business.

Masterful Librarian ,

Powerful and Insightful

This is great stuff for women in many fields. I'm learning a lot from Shami in these episodes. Really well done.

Kay Deo ,

Amazing guidance!!!

Shami is incredibly knowledgeable and her podcasts will uplift you!! We love women supporting and encouraging other women😍

Top Podcasts In Business

Ramsey Network
Andy Frisella #100to0
iHeartPodcasts
NPR
Jocko DEFCOR Network
BiggerPockets