Throughout my career, I’ve worked with all kinds of leaders, different styles, different personalities, different ways of showing up. And whenever I came across someone I really respected, I’d find myself paying attention in a very specific way.

Not to their title or even their strategy, but to what felt different about them. What made them steady. What made people trust them. What made them actually good to work for.

I’ve also seen the other side, leaders who struggle, get stuck in indecision, or lose clarity when things get hard.

Over time, I started to notice a pattern. The leaders who were most effective weren’t necessarily the most confident on the surface or the ones with all the answers. They were the ones who seemed to trust themselves.

Even when things weren’t fully clear. Even when the pressure was high.

That idea stuck with me, and it started to shape how I approached my own leadership.

When I think about the times I’ve been at my best, whether in a corporate role, building something new, or just trying to hold it all together as a working parent, it wasn’t because I had everything figured out. It was because I felt grounded in my own decisions. I trusted my judgment. I could move forward without overthinking every step.

And I started to realize that self-trust isn’t something you either have or you don’t. It’s something you build.

That’s really where the Internal Leadership Method™ came from. It’s a way of developing that steadiness so you can lead clearly and consistently, not just when things are easy, but when they’re not.