In my latest Leaders Rise podcast, I sat down with Meron Mathias, Corporate Vice President of CSR and Sustainability at Thermo Fisher Scientific, to unpack what leadership really demands right now—not the polished version, but the real one. Because let’s be honest: leadership today isn’t about having the answers. It’s about how you show up when you don’t.
We’re operating in a world defined by constant change, rising expectations, and very little room to hide behind outdated leadership playbooks. What stood out most in our conversation wasn’t just Meron’s perspective—it was the tension so many leaders are feeling but not always naming: the pressure to perform, to know, to deliver… while simultaneously needing to evolve, connect, and lead with authenticity. Here are four strategies that you can use to move beyond conventional leadership expertise, so you can build strong cultures and empower your teams.
Stop Performing. Start Learning.
Too many leaders are still clinging to the illusion that credibility comes from certainty. It doesn’t. In fact, it’s becoming a liability.
The leaders who are actually accelerating today are the ones willing to stay in learning mode—constantly. That means staying curious, asking better questions, challenging what used to work, and, importantly, letting go of the need to be the smartest person in the room. Asking questions isn’t a sign of weakness, but something that helps you exude your own power as a leader.
That’s why a continuous learning mindset isn’t soft—it’s strategic. And here’s the harder truth: many leaders “model” others to the point where they lose themselves. Authenticity isn’t about copying what works for someone else. It’s about having the courage to show up with a point of view—even when it’s the outlier in the room. As Meron told me, people who just are brave enough to show up as themselves give you permission to do the same.
So ask yourself: when you disagree, do you speak up—or do you edit yourself to fit in? Remember: every time you choose silence over substance, you erode your leadership edge.
Connection Is Not a Nice-to-Have—It’s a Differentiator.
We talk a lot about results, but far less about what actually drives them: trust, connection, and psychological safety. During our conversation, Meron made a powerful point about putting people before numbers—but I’ll take it a step further. If you’re only leading through metrics, you’re leading a transaction, not a team.
Real influence is built through connection. And connection requires something many leaders still resist: appropriate vulnerability. Not oversharing. Not performative openness. But a willingness to let people see you—not just your title.
When leaders hold back, then their teams hold back. When leaders open up, it unlocks contribution, creativity, and candor. That’s not a “soft skill.” That’s how you build high-performing cultures. You don’t have to stay in a vulnerable space indefinitely as a leader—but when you find the right moments to intentionally express your own vulnerability, it creates a culture of feeling safe and a level of trust that fuels collaboration.
Bravery Isn’t a Moment—It’s a Pattern.
It’s easy to have a limited perception of what a brave leader looks like. We often over-romanticize courage as one big, sweeping move. In reality, leadership bravery can show up in much smaller—and more frequent—ways. You can be bold even when you don’t feel brave—and stretching yourself to be courageous in key moments like these can define you as a leader:
- Speaking when it would be easier not to
- Challenging a direction that doesn’t feel right
- Putting your voice on the table before it’s fully formed
That’s the work. And for women, this matters even more. We know from research that confidence is one of the strongest predictors of career advancement—but confidence doesn’t appear out of nowhere. It’s built through action, which can start with stretching yourself, taking new opportunities, and speaking up.
You don’t wait to feel ready. You act—and readiness follows. Bravery is a muscle, and too many leaders are undertraining it. This bravery and confidence is within us. As Meron said, we have to put ourselves out there and not take a pass sometimes.
AI Isn’t Optional—It’s a Leadership Imperative.
AI is not a future conversation—it’s an essential leadership competency. And yet, we’re seeing a gap: women, in particular, are engaging with AI at lower rates. That’s not just a tech issue. Today, a lack of engagement with AI can hurt a leader’s visibility, influence, and power.
Because the leaders who understand and leverage AI are the ones shaping decisions, driving innovation, and staying relevant. Avoiding it doesn’t protect you—it sidelines you.
You don’t need to master it overnight, but you do need to engage. So experiment. Pilot. Test. Get uncomfortable. Build fluency. The leaders who lean in now will not only move faster—they’ll lead differently.
If there’s one thread that runs through my conversation with Meron, it’s this: Leadership today is less about control and more about courage—the courage to learn, connect, speak, and step into what’s next, even before you feel fully ready. So the question isn’t whether you can lead this way. It’s whether you’re willing to.
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Rebecca Shambaugh is President of SHAMBAUGH Leadership, Founder of Women in Leadership and Learning, and author of the best-selling books It’s Not a Glass Ceiling, It’s a Sticky Floor, and Make Room for Her: Why Companies Need an Integrated Leadership Model to Achieve Extraordinary Results.