June 17, 2025 • 17 mins
In this episode, I explain leadership identity, how it differs from personal brand, and why it’s the key to making confident, aligned decisions, especially in times of change.
You’ll learn how to:
- Clarify your leadership identity using values, strengths, and reflection
- Turn your identity into a decision-making filter
- Set better boundaries and lead with consistency
- Navigate transitions, burnout, or reinvention with clarity and confidence
Mentioned on the Show:
Ready to lead with clarity, confidence, and impact?
Take the Make Your Power Move Leadership Assessment and unlock the tools to define your leadership identity, elevate your influence, and step into your next role with purpose. For a limited time, use code POWER to get 50% off.
→ Start your Power Move today. Learn More HERE
Jill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities).
Visit JillGriffinCoaching.com for more details on:
- Book a 1:1 Career Strategy and Executive Coaching HERE
- Build a Leadership Identity That Earns Trust and Delivers Results.
- Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture
- Team Dynamics training to increase retention, communication, goal setting, and effective decision-making
- Keynote Speaking
- Grab a personal Resume Refresh with Jill Griffin HERE
Follow @JillGriffinOffical on Instagram for daily inspiration
Connect with and follow Jill on LinkedIn
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
I'm your host, jill Griffin, a former corporate
leader turned career strategistand executive coach.
I have over two decades ofexperience working with
companies like Microsoft,coca-cola, high growth startups,
and I've seen the highs, thelows and everything in between.
And now, today, I'm bringingyou these real world insights on
leadership, career growth andnavigating change.
(00:21):
Whether you're ready to pivotor you just want to thrive where
you are, this podcast deliverspractical strategies with intel
and heart Ready.
Let's dive into today's topicleadership identity.
Have you ever made a decisionthat sounded smart but suddenly
(00:47):
felt like a bit off?
That's your leadership identity, giving you a little whisper,
calling your attention.
In today's episode, I want totalk about what a leadership
identity really is, how youbecome conscious of it and how
it helps you decide and makedecisions with more clarity and
confidence.
In times of transition orburnout, your leadership
(01:10):
identity becomes an anchor thatyou didn't necessarily realize
you needed.
Okay, first, what is it?
Leadership identity I define asan internal framework that
defines how you lead, yourvalues, your strengths, your
belief.
It's your lived experiences.
It's your leadership style.
It is a core part of yourcareer strategy and who you're
(01:33):
being and how you're reinventingand how you're thinking about
your work.
It's not your title, it's notwhat your resume says.
It's who you are and how youlead.
Intentionally.
Personal brand is how you'reperceived externally.
I often say it's the operasinger, it's the me, me, me, the
I, I, I right.
It's about how you'repositioning yourself for
(01:55):
visibility, where leadershipidentity is really internal.
It's about how you makedecisions, how you set
boundaries, how you stay aligned.
It's about focusing on thevalue that you're adding to a
situation.
It's focusing on the work right.
So it's the work that I did, orthe work that myself and the
team did not.
Look at me as the leader whodid the work, or look at me as
(02:18):
the leader who led the work.
Right.
That comes subtly in time whenyou're doing that, but sometimes
what we're finding is that whenwe're constantly shining a
light on ourselves to say, lookat me, look at me, it really
leaves people with a bad taste.
There's plenty of ways to drawattention to yourself without
posturing or promoting how greatyou are, and the identity is
(02:44):
about what you embody, where Iwould say personal brand is more
what you broadcast.
So you really want to thinkabout a strong personal brand
with a weak leadership identitycan really lead to burnout
confusion, inconsistency, right,Because it's about your brand,
it's not about who you actuallyare.
And for emphasis, I like to say, like personal brand is what
(03:06):
you project.
Leadership identity is what youprotect.
That personal brand part, I getit, it's out there, people are
doing it.
But over time, what wasoriginally personal brand has
now been morphed much more intoposturing and a look at me, see
me an influencer type cultureand listen.
If you are an influencer, carryon, my friend, but if you are
(03:30):
an influencer within yourorganization, then I want you to
really be thinking more aboutleadership identity.
So, first, it's not about doingthis in a vacuum.
I want you to show, think aboutthe where is that it shows up
in your life.
So it's going to show upoverall.
When you have some commontriggers, which I would say is
about identity clarity, right.
(03:50):
When you're in transitions,you're getting promoted, you've
been laid off, you're relocating, you potentially are starting
something new, you're on a newproject, those are some
opportunities where it's goingto be really important for you
to get clear in that leadershipidentity and sort of what works
for you internally when you areburned out or in crisis.
This is an area, too, thatleaning into that identity is
(04:14):
going to be super helpful Ifyou're misaligned.
If you have a huge win butsomething sort of feels off, or
you've had a win but you're likethis is it, this is all that's
there.
There's something off there.
Great time to get clarity.
When you're working with acoach or you're in therapy or
you're in a team, you knowstrategic brainstorm in which
(04:36):
you're thinking about yourannual planning and who you all
want to be as a team, who youare as an individual is going to
contribute to that.
So there's another area whereyour leadership identity is
going to be key.
And then also, if you'refinding that you're constantly
hearing the same feedback fromothers but you feel like you
can't actually break through,that's a good time also to be
looking at your leadershipidentity.
(04:58):
So I recently was working with aclient who made a switch in
their roles.
They were working in one areawhich was very purpose-driven
work, and then, for variousreasons, they made a decision
that they were going to workelsewhere, which also came with
a larger title and a lot moremoney, and they made that
(05:18):
decision.
However, they didn't realignthemselves, which is why they
hired me.
They didn't realign themselves,to be like.
I can still be intentional anddo purpose-driven work in a
for-profit area, so reallythinking through who they are as
a leader and how they'reshowing up, what was happening
is they were getting so nervousof like, who am I supposed to be
(05:39):
now?
Because I was thispurpose-driven person but now
I'm in a corporate environment.
So what they were doing is theywere constantly using ChatGPT I
call it Chatty G they wereconstantly using ChatGPT to be
helping them script and thenthey would show up in meetings
or on team calls and really berote and sort of contrived and
people could see the inauthenticnature that they were saying
(06:00):
one thing, brand right Versusactually who they were
identifying as internally, thatinternal GPS and a leader.
So in our work together, reallygetting clear in who he is and
then therefore, if that's who heis and that's his values and
those are his beliefs and that'show he want to shows up, then a
series of questions to askhimself every day so that he can
(06:22):
pause first and then thinkabout how he wants to approach a
particular topic, how torespond to an email or how to
show up in that yearly you knowannual sales meeting that he's
going to and listen.
What happens if you don't knowwho you are.
You're going to be like seaweed, you're going to be like
totally being knocked around in.
Well, maybe I should be this.
(06:42):
Well, who am I now?
Who do they think?
Who do they need me to be inorder for me to get this job?
That's what we're talking about.
When you're not clear in whoyou are, then you're going to be
who everybody else thinks theyare.
And then here's the real twistwhen we're in this place, I'm
not who I think I am.
I'm who I think you think I am.
(07:02):
See the problem?
It's like will the real Jillstand up?
Who's the real person here?
So what do you do?
I want you to pause and reallyget clear in what matters to me
now.
What is it that I?
How do I want to approach this?
What do I want to create?
Really?
Come back to you first, and thenwhere are the times and places
(07:24):
where I feel most like myself?
Are there certain qualities orattributes around the people
that you might be with where youfeel the most like yourself?
Where are the times in whichyou feel most free and most
flowing?
Sort of capture that and getclear and think about how does
that?
How do you translate that intoa work environment?
And I hope for you that attimes it is feeling most clear
(07:47):
in a work environment.
I know for myself when I was ina room brainstorming with
others at the whiteboard we'reall working on a strategic
challenge together andcollaborating together.
That's where I would feel inthe flow and that's what I would
feel like myself.
So what does that look like?
Oh, collaboration, leadership,creativity, innovation,
determination, focus,inspiration those were some of
(08:09):
the things that made me feelmost like myself.
And when I felt part of a teamand a group, then I want you to
pause and just get clear withyourself.
Are there times that you'retired?
Are there times where you'rereally burnt out?
Like every time I go into thisconversation, I'm really burnt
out.
Why?
What is it about?
The dynamics of that particularperson or conversation?
(08:32):
Is it the topic?
Is it the personality?
And we're not doing this tojudge other people or ourselves.
We're doing it for clarity.
I volunteer in lots of differentareas and one of the
organizations that I volunteerwith there's an individual who
has very catabolic energy and Imean that in the true science of
the word right when it feelsdestructive and bringing down.
(08:55):
That's not me taking theirinventory.
They may or may not be that.
That is my experience.
When my personality shows upwith their personality, I feel
like all they're doing isdestruction.
So I also watched myself startto get a little triggered and I
know, going into thoseconversations and going into
that meeting, I need to reallythink through who I want to be
as a leader and how I want toshow up so that when insert
(09:19):
messy person is going to behavethe way they want to behave
because that's their freedom todo so that I as another
volunteer within theorganization get to pause and
think about well, what do I wantto leave behind?
Right, and just to round thatout, I think also there's a
difference between impact andintent.
Right, the intent of allindividuals in this particular
(09:41):
situation, because, as avolunteer, we all believe in the
purpose.
The intent is pure.
It's the impact that getsknocked off when you're not
clear in who you are as a leaderand how you want to show up in
a particular circumstance.
So other questions I want you tothink about is like what are
the strengths and sort of theways of being or the behaviors
that you feel that you're in theflow and what are the
(10:03):
circumstances that, again, arereally draining to you?
I just gave you an example ofone.
When someone is pelleting youwith questions really fast, what
are we going to do?
How are we going to do that?
And they're not even pausingenough to let you answer the
first question before they buildon another.
If you keep trying and this isagain I'm speaking for myself in
this particular situation I'mtalking about If I was finding
that I was trying to answerevery single question they were
(10:24):
asking, then I realized theyactually didn't really want to
hear my answers.
They just needed to vent.
And their style of venting,whether they realize or not, was
to pellet people with a millionquestions, which means it's
about their fear or theiruncertainty or what's unsettling
to them.
Me getting in the blender withthem and doing that is not going
to help anyone.
So just pausing and what I'velearned to do is just to breathe
(10:47):
and pause and let them rattleoff and be however they are, and
then pausing at the end andsaying to them so I heard you
ask about this, this and thatShould we take them from the top
, and then again I'm in myidentity, the leader that I am
and also how I want to show upin these situations.
Okay, so, tools you can use tostart to identify your own
(11:10):
leadership identity.
One is you can take the GallupStrength Assessment.
You can do that with a coach,through a coach like myself.
You can also go to the websiteand purchase the assessment
yourself.
It's about $70, I believethat's US dollars.
It is going to give you anunderstanding of your strength
and your path to excellence, andI believe excellence is about
(11:31):
within your capacity.
How do you do the best?
Everybody has a different levelof capacity, so it's in your
capacity.
How do you do your best?
That is your path to excellenceand understanding.
That is going to be morehelpful to do that work with a
coach.
But, yes, you can do and takethe assessment yourself.
You can purchase it right onthe website.
The second thing that's comingsoon for me is I have built a
guess what a leadership identityassessment.
(11:52):
It is over well, it's been overthe last 10 years of building
this based on working withthousands of individuals, and it
is a way of reallyunderstanding.
I do this work based onarchetypes, jungian archetypes.
We use Jungian archetypes orpersonas to understand and find
ways to identify ourself.
Oh, I relate to that Right thatis in me.
I do exhibit that behavior of aguardian or an explorer or a
(12:16):
humanitarian right.
How are you showing up?
Oh, you know what I always showup with being the wisdom, the
person who has the mostknowledge in the room.
Oh, maybe you're the sage, theperson who has the most
knowledge in the room.
Oh, maybe you're the sage.
It's not being something you'renot, it's giving you words and
adjectives and language to see.
Do I identify with this?
Do I show up with that?
And it's been a phenomenal toolthat I've used in private
(12:37):
practice with many of my clients.
The next tool that you can useis journaling and asking
yourself what parts of my lifeand work really energize me.
Where do I feel drained ordisconnected?
What does good enough look likein this moment?
What does leadership look likein this moment?
Really asking yourself some ofthese questions.
(13:01):
Other questions that I alsolike to ask what do people thank
you for?
That's not on your resume, it'snot in a title.
What do people thank you for?
(13:31):
That's not on your resume, it'snot in a title.
I want you to understand themand I'm able to go through data
really fast and really simplyand pull out the insights that's
what I'm saying Thinking aboutthings that people are gracious
and thankful to you for, and howcan you translate that into you
know, excellent skills that mayshow up within your work or
something you may want to put onyour resume.
This is to remind you that yourleadership identity is not
(13:52):
static.
It evolves as you evolve, but,again, it's based on self.
So I want you this is a goodtime grab your notes app.
If you're a pen and paper typeof person, grab that too.
But I want you to think about itthrough the lens of a decision
filter.
When you're going to make adecision as a leader, some
questions that you could ask isis taking this action aligned to
(14:14):
my values?
If you don't know what yourvalues are, why don't you spend
a little time there and lookingat your values?
Next question does this reflectthe kind of leader I want to be
?
Is this choice authentic or isit performative?
Am I doing it because it's thething that I feel is best to do,
or am I doing it because Iwanna get noticed?
(14:35):
And then, lastly, will thisexpand or drain my energy?
This is how you start gettingclear on yourself.
It really helps you shift.
Where you replace overthinkingwith clarity, you start to feel
you know what it's easier tohold boundaries.
Remember, boundaries aresomething you do for yourself.
It's not you know.
(14:56):
You're violating my boundary,right, we're not doing that.
Boundaries for myself, like youknow what, after a certain time
, I'm no longer answering atnight because it's time for me
to be in family time.
Right, that's a boundary.
I'm not broadcasting to theworld.
Hey, if you reach out to meafter 7 pm, I'm not answering
you because that's my familytime.
No, it's just getting clearwith yourself.
It's not a big deal.
(15:16):
Come 7 pm, I'm no longeranswering emails and I'll check
with you tomorrow.
Right, it's wearing it withclear confidence versus putting
it out there like everyone needsto respect my boundaries or
you're not respecting myboundaries.
This is one of the ways thatI've seen boundary and
information being done in a waythat feels very immature and not
what a leader would do.
You start to notice that inhigh pressure moments you're
(15:38):
able to come back to thistouchstone of who you are with
your identity and yourconfidence is going to arrive,
and it also helps others trustyou more because you're credible
, you're stable, and what I meanby that is there's some
predictability, where theyunderstand how you're going to
react.
I don't mean stability in a waythat keeps you stagnant or that
you're not being innovative,you're not being creative.
(16:00):
I mean stability in that, yeah,you get to be clear on who your
teammate or who your colleagueis, and that's really fresh.
When we're leaning into ourleadership identity, people
start to feel more comfortablewith us because they know how
we're going to show up and theyfeel like they can rely on us.
So, listen, you already have aleadership identity.
It might be buried under lotsof drama and lots of thoughts or
(16:22):
lots of unfortunate worksituations, but I want you just
to really be clear that when youstart getting clear in what it
is that you want, how you wantto show up, and be clear in what
does enough look like, this ishow it starts to guide you.
What I would encourage you to doafter listening to this is what
(16:43):
is one decision this week thatyou could benefit for by putting
through your leadershipidentity and what part of your
leadership identity no longerfits?
What might you want to changeand what wants to emerge?
All right, friends, Iappreciate you so much for
watching this and listening in,listen.
(17:03):
Share this with someone who youthink is navigating change or
leadership or is under pressure.
Share it with them.
I would love that that helpseveryone along the way.
Or, if you have questions aboutthis, email me at hello at
jillgriffincoachingcom, and wewill get those answered.
All right, have a great weekand I will see you next time.
I'm your host, jill Griffin, a former corporate
leader turned career strategistand executive coach.
I have over two decades ofexperience working with
companies like Microsoft,coca-cola, high growth startups,
and I've seen the highs, thelows and everything in between.
And now, today, I'm bringingyou these real world insights on
leadership, career growth andnavigating change.
(00:21):
Whether you're ready to pivotor you just want to thrive where
you are, this podcast deliverspractical strategies with intel
and heart Ready.
Let's dive into today's topicleadership identity.
Have you ever made a decisionthat sounded smart but suddenly
(00:47):
felt like a bit off?
That's your leadership identity, giving you a little whisper,
calling your attention.
In today's episode, I want totalk about what a leadership
identity really is, how youbecome conscious of it and how
it helps you decide and makedecisions with more clarity and
confidence.
In times of transition orburnout, your leadership
(01:10):
identity becomes an anchor thatyou didn't necessarily realize
you needed.
Okay, first, what is it?
Leadership identity I define asan internal framework that
defines how you lead, yourvalues, your strengths, your
belief.
It's your lived experiences.
It's your leadership style.
It is a core part of yourcareer strategy and who you're
(01:33):
being and how you're reinventingand how you're thinking about
your work.
It's not your title, it's notwhat your resume says.
It's who you are and how youlead.
Intentionally.
Personal brand is how you'reperceived externally.
I often say it's the operasinger, it's the me, me, me, the
I, I, I right.
It's about how you'repositioning yourself for
(01:55):
visibility, where leadershipidentity is really internal.
It's about how you makedecisions, how you set
boundaries, how you stay aligned.
It's about focusing on thevalue that you're adding to a
situation.
It's focusing on the work right.
So it's the work that I did, orthe work that myself and the
team did not.
Look at me as the leader whodid the work, or look at me as
(02:18):
the leader who led the work.
Right.
That comes subtly in time whenyou're doing that, but sometimes
what we're finding is that whenwe're constantly shining a
light on ourselves to say, lookat me, look at me, it really
leaves people with a bad taste.
There's plenty of ways to drawattention to yourself without
posturing or promoting how greatyou are, and the identity is
(02:44):
about what you embody, where Iwould say personal brand is more
what you broadcast.
So you really want to thinkabout a strong personal brand
with a weak leadership identitycan really lead to burnout
confusion, inconsistency, right,Because it's about your brand,
it's not about who you actuallyare.
And for emphasis, I like to say, like personal brand is what
(03:06):
you project.
Leadership identity is what youprotect.
That personal brand part, I getit, it's out there, people are
doing it.
But over time, what wasoriginally personal brand has
now been morphed much more intoposturing and a look at me, see
me an influencer type cultureand listen.
If you are an influencer, carryon, my friend, but if you are
(03:30):
an influencer within yourorganization, then I want you to
really be thinking more aboutleadership identity.
So, first, it's not about doingthis in a vacuum.
I want you to show, think aboutthe where is that it shows up
in your life.
So it's going to show upoverall.
When you have some commontriggers, which I would say is
about identity clarity, right.
(03:50):
When you're in transitions,you're getting promoted, you've
been laid off, you're relocating, you potentially are starting
something new, you're on a newproject, those are some
opportunities where it's goingto be really important for you
to get clear in that leadershipidentity and sort of what works
for you internally when you areburned out or in crisis.
This is an area, too, thatleaning into that identity is
(04:14):
going to be super helpful Ifyou're misaligned.
If you have a huge win butsomething sort of feels off, or
you've had a win but you're likethis is it, this is all that's
there.
There's something off there.
Great time to get clarity.
When you're working with acoach or you're in therapy or
you're in a team, you knowstrategic brainstorm in which
(04:36):
you're thinking about yourannual planning and who you all
want to be as a team, who youare as an individual is going to
contribute to that.
So there's another area whereyour leadership identity is
going to be key.
And then also, if you'refinding that you're constantly
hearing the same feedback fromothers but you feel like you
can't actually break through,that's a good time also to be
looking at your leadershipidentity.
(04:58):
So I recently was working with aclient who made a switch in
their roles.
They were working in one areawhich was very purpose-driven
work, and then, for variousreasons, they made a decision
that they were going to workelsewhere, which also came with
a larger title and a lot moremoney, and they made that
(05:18):
decision.
However, they didn't realignthemselves, which is why they
hired me.
They didn't realign themselves,to be like.
I can still be intentional anddo purpose-driven work in a
for-profit area, so reallythinking through who they are as
a leader and how they'reshowing up, what was happening
is they were getting so nervousof like, who am I supposed to be
(05:39):
now?
Because I was thispurpose-driven person but now
I'm in a corporate environment.
So what they were doing is theywere constantly using ChatGPT I
call it Chatty G they wereconstantly using ChatGPT to be
helping them script and thenthey would show up in meetings
or on team calls and really berote and sort of contrived and
people could see the inauthenticnature that they were saying
(06:00):
one thing, brand right Versusactually who they were
identifying as internally, thatinternal GPS and a leader.
So in our work together, reallygetting clear in who he is and
then therefore, if that's who heis and that's his values and
those are his beliefs and that'show he want to shows up, then a
series of questions to askhimself every day so that he can
(06:22):
pause first and then thinkabout how he wants to approach a
particular topic, how torespond to an email or how to
show up in that yearly you knowannual sales meeting that he's
going to and listen.
What happens if you don't knowwho you are.
You're going to be like seaweed, you're going to be like
totally being knocked around in.
Well, maybe I should be this.
(06:42):
Well, who am I now?
Who do they think?
Who do they need me to be inorder for me to get this job?
That's what we're talking about.
When you're not clear in whoyou are, then you're going to be
who everybody else thinks theyare.
And then here's the real twistwhen we're in this place, I'm
not who I think I am.
I'm who I think you think I am.
(07:02):
See the problem?
It's like will the real Jillstand up?
Who's the real person here?
So what do you do?
I want you to pause and reallyget clear in what matters to me
now.
What is it that I?
How do I want to approach this?
What do I want to create?
Really?
Come back to you first, and thenwhere are the times and places
(07:24):
where I feel most like myself?
Are there certain qualities orattributes around the people
that you might be with where youfeel the most like yourself?
Where are the times in whichyou feel most free and most
flowing?
Sort of capture that and getclear and think about how does
that?
How do you translate that intoa work environment?
And I hope for you that attimes it is feeling most clear
(07:47):
in a work environment.
I know for myself when I was ina room brainstorming with
others at the whiteboard we'reall working on a strategic
challenge together andcollaborating together.
That's where I would feel inthe flow and that's what I would
feel like myself.
So what does that look like?
Oh, collaboration, leadership,creativity, innovation,
determination, focus,inspiration those were some of
(08:09):
the things that made me feelmost like myself.
And when I felt part of a teamand a group, then I want you to
pause and just get clear withyourself.
Are there times that you'retired?
Are there times where you'rereally burnt out?
Like every time I go into thisconversation, I'm really burnt
out.
Why?
What is it about?
The dynamics of that particularperson or conversation?
(08:32):
Is it the topic?
Is it the personality?
And we're not doing this tojudge other people or ourselves.
We're doing it for clarity.
I volunteer in lots of differentareas and one of the
organizations that I volunteerwith there's an individual who
has very catabolic energy and Imean that in the true science of
the word right when it feelsdestructive and bringing down.
(08:55):
That's not me taking theirinventory.
They may or may not be that.
That is my experience.
When my personality shows upwith their personality, I feel
like all they're doing isdestruction.
So I also watched myself startto get a little triggered and I
know, going into thoseconversations and going into
that meeting, I need to reallythink through who I want to be
as a leader and how I want toshow up so that when insert
(09:19):
messy person is going to behavethe way they want to behave
because that's their freedom todo so that I as another
volunteer within theorganization get to pause and
think about well, what do I wantto leave behind?
Right, and just to round thatout, I think also there's a
difference between impact andintent.
Right, the intent of allindividuals in this particular
(09:41):
situation, because, as avolunteer, we all believe in the
purpose.
The intent is pure.
It's the impact that getsknocked off when you're not
clear in who you are as a leaderand how you want to show up in
a particular circumstance.
So other questions I want you tothink about is like what are
the strengths and sort of theways of being or the behaviors
that you feel that you're in theflow and what are the
(10:03):
circumstances that, again, arereally draining to you?
I just gave you an example ofone.
When someone is pelleting youwith questions really fast, what
are we going to do?
How are we going to do that?
And they're not even pausingenough to let you answer the
first question before they buildon another.
If you keep trying and this isagain I'm speaking for myself in
this particular situation I'mtalking about If I was finding
that I was trying to answerevery single question they were
(10:24):
asking, then I realized theyactually didn't really want to
hear my answers.
They just needed to vent.
And their style of venting,whether they realize or not, was
to pellet people with a millionquestions, which means it's
about their fear or theiruncertainty or what's unsettling
to them.
Me getting in the blender withthem and doing that is not going
to help anyone.
So just pausing and what I'velearned to do is just to breathe
(10:47):
and pause and let them rattleoff and be however they are, and
then pausing at the end andsaying to them so I heard you
ask about this, this and thatShould we take them from the top
, and then again I'm in myidentity, the leader that I am
and also how I want to show upin these situations.
Okay, so, tools you can use tostart to identify your own
(11:10):
leadership identity.
One is you can take the GallupStrength Assessment.
You can do that with a coach,through a coach like myself.
You can also go to the websiteand purchase the assessment
yourself.
It's about $70, I believethat's US dollars.
It is going to give you anunderstanding of your strength
and your path to excellence, andI believe excellence is about
(11:31):
within your capacity.
How do you do the best?
Everybody has a different levelof capacity, so it's in your
capacity.
How do you do your best?
That is your path to excellenceand understanding.
That is going to be morehelpful to do that work with a
coach.
But, yes, you can do and takethe assessment yourself.
You can purchase it right onthe website.
The second thing that's comingsoon for me is I have built a
guess what a leadership identityassessment.
(11:52):
It is over well, it's been overthe last 10 years of building
this based on working withthousands of individuals, and it
is a way of reallyunderstanding.
I do this work based onarchetypes, jungian archetypes.
We use Jungian archetypes orpersonas to understand and find
ways to identify ourself.
Oh, I relate to that Right thatis in me.
I do exhibit that behavior of aguardian or an explorer or a
(12:16):
humanitarian right.
How are you showing up?
Oh, you know what I always showup with being the wisdom, the
person who has the mostknowledge in the room.
Oh, maybe you're the sage, theperson who has the most
knowledge in the room.
Oh, maybe you're the sage.
It's not being something you'renot, it's giving you words and
adjectives and language to see.
Do I identify with this?
Do I show up with that?
And it's been a phenomenal toolthat I've used in private
(12:37):
practice with many of my clients.
The next tool that you can useis journaling and asking
yourself what parts of my lifeand work really energize me.
Where do I feel drained ordisconnected?
What does good enough look likein this moment?
What does leadership look likein this moment?
Really asking yourself some ofthese questions.
(13:01):
Other questions that I alsolike to ask what do people thank
you for?
That's not on your resume, it'snot in a title.
What do people thank you for?
(13:31):
That's not on your resume, it'snot in a title.
I want you to understand themand I'm able to go through data
really fast and really simplyand pull out the insights that's
what I'm saying Thinking aboutthings that people are gracious
and thankful to you for, and howcan you translate that into you
know, excellent skills that mayshow up within your work or
something you may want to put onyour resume.
This is to remind you that yourleadership identity is not
(13:52):
static.
It evolves as you evolve, but,again, it's based on self.
So I want you this is a goodtime grab your notes app.
If you're a pen and paper typeof person, grab that too.
But I want you to think about itthrough the lens of a decision
filter.
When you're going to make adecision as a leader, some
questions that you could ask isis taking this action aligned to
(14:14):
my values?
If you don't know what yourvalues are, why don't you spend
a little time there and lookingat your values?
Next question does this reflectthe kind of leader I want to be
?
Is this choice authentic or isit performative?
Am I doing it because it's thething that I feel is best to do,
or am I doing it because Iwanna get noticed?
(14:35):
And then, lastly, will thisexpand or drain my energy?
This is how you start gettingclear on yourself.
It really helps you shift.
Where you replace overthinkingwith clarity, you start to feel
you know what it's easier tohold boundaries.
Remember, boundaries aresomething you do for yourself.
It's not you know.
(14:56):
You're violating my boundary,right, we're not doing that.
Boundaries for myself, like youknow what, after a certain time
, I'm no longer answering atnight because it's time for me
to be in family time.
Right, that's a boundary.
I'm not broadcasting to theworld.
Hey, if you reach out to meafter 7 pm, I'm not answering
you because that's my familytime.
No, it's just getting clearwith yourself.
It's not a big deal.
(15:16):
Come 7 pm, I'm no longeranswering emails and I'll check
with you tomorrow.
Right, it's wearing it withclear confidence versus putting
it out there like everyone needsto respect my boundaries or
you're not respecting myboundaries.
This is one of the ways thatI've seen boundary and
information being done in a waythat feels very immature and not
what a leader would do.
You start to notice that inhigh pressure moments you're
(15:38):
able to come back to thistouchstone of who you are with
your identity and yourconfidence is going to arrive,
and it also helps others trustyou more because you're credible
, you're stable, and what I meanby that is there's some
predictability, where theyunderstand how you're going to
react.
I don't mean stability in a waythat keeps you stagnant or that
you're not being innovative,you're not being creative.
(16:00):
I mean stability in that, yeah,you get to be clear on who your
teammate or who your colleagueis, and that's really fresh.
When we're leaning into ourleadership identity, people
start to feel more comfortablewith us because they know how
we're going to show up and theyfeel like they can rely on us.
So, listen, you already have aleadership identity.
It might be buried under lotsof drama and lots of thoughts or
(16:22):
lots of unfortunate worksituations, but I want you just
to really be clear that when youstart getting clear in what it
is that you want, how you wantto show up, and be clear in what
does enough look like, this ishow it starts to guide you.
What I would encourage you to doafter listening to this is what
(16:43):
is one decision this week thatyou could benefit for by putting
through your leadershipidentity and what part of your
leadership identity no longerfits?
What might you want to changeand what wants to emerge?
All right, friends, Iappreciate you so much for
watching this and listening in,listen.
(17:03):
Share this with someone who youthink is navigating change or
leadership or is under pressure.
Share it with them.
I would love that that helpseveryone along the way.
Or, if you have questions aboutthis, email me at hello at
jillgriffincoachingcom, and wewill get those answered.
All right, have a great weekand I will see you next time.
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