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In honor of International Women’s Day 2026, I’m sharing a series of research backed and proven processes that truly moves the needle for women in leadership and the organizations that rely on them.

In the coming weeks, we’ll focus on promotion velocity, retention protection, deepening the leadership bench, and avoiding lost productivity and lost revenue during disruptive times.

Given these proven tools, repeatable processes, and pressure proofed frameworks, companies can gain measurable progress, especially when the stakes are high. Today’s focus is on two underestimated levers with outsized impact:

• emotional resilience
• strategic sponsorship

As a two-time best selling author, speaker, and certified high performance executive coach, I help women leaders and rising leaders build Olympic level confidence and FBI grade strategic influence that will help them successfully deepen and manage key relationships (internally and externally) as well remain highly performing during disruptive or during times of change.First, let’s talk about the many times, invisible roadblocks.

Emotional tax is alive and well. The research tells us that it gets more expensive at higher levels AND for women who are further marginalized within our gender.

That matters because as stakes rise, the cost of carrying too much without the right tools and strategic sponsorship rises too. If organizations want to retain executive and high potential women, accelerate promotion velocity, and deepen their leadership bench, emotional resilience cannot be left to chance.

Neither can strategic sponsorships.

What if female leaders have both?

Three things.

1. Productivity holds under pressure ... and profitability improves
   During disruption, leaders who can anchor down and keep moving protect performance. When women leaders have the tools to stay grounded, organizations avoid costly drops in execution, momentum, and outcomes. This is not just leadership development. It’s profitable.
2. Leaders stop getting pulled into ego driven dynamics
   Ego and narcissistic behaviors exist in many workplaces, internally and externally. Without tools, these dynamics drain bandwidth, derail confidence, and create unnecessary conflict. With the right tools and partnerships, women learn to distance themselves from those behaviors, maneuver around them, and in some cases, get those personalities on their side to support outcomes. That is emotionally protective and tactically smart.
3. Trust and loyalty deepen ... and relationships weather the storm
   AI matters. And if we hit disruption, what carries organizations through is not technology alone. It’s trust, loyalty, and relationships. Leaders who deepen trust and build stronger relationships create stability during instability. That is how companies stay productive and profitable when things get noisy.

What can organizations give?

First, give proven strategies to sharpen Clarity from the third person.

If you’ve been in my community for a bit, you’ve heard me say....

Read more at: https://www.sherylkline.com/blog/promotion-velocity-and-retention-protection-via-emotional-resilience-and-strategic-partnerships

If you would like to learn more about the Fearless Female Leadership enterprise digital framework, please click below. I’m glad to share more. And if I can support you or your organization through speaking, coaching, or peer advisory mastermind work, I’d love to partner to help you help the leaders in your organization. Let's chat!

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One of the questions I’m asked frequently, whether I’m leading a mastermind cohort, working one on one with clients, or speaking from a stage, is this:

“What is the successful sequence of making a ‘big ask’ and receiving buy-in?”

And this applies internally ... asking for new scope, a title, compensation, or resources.

It also applies externally ... asking a client to commit, expand, renew, or say yes to a bigger engagement.

Most people think the ask is the moment that matters most.

It’s not.

The ‘ask’ is the fourth step.

If you want buy-in, you need the right sequence ... because the sequence is what makes the ask feel like a solution, not a request for the other to give something up.

So, the next time you commit to making a big ask, consider the following:

Step 1: Build a Trust and Safety Runway

Before you ask for anything, it’s important to build a trust and safety runway.

Not trust that you can get something done or competence trust.

Explicit communication that demonstrates rust that you understand and care about the other person’s perspective/condition.

Trust that you are paying attention to what they’re carrying. This creates safety for them to lean into what you’re asking.

This is a need, not a bonus. In our hierarchy of needs, we need to feel safe and cared for. And this step is often overlooked.

So what does it look like?

It sounds like an explicit concern. Keep in mind, to sound like you care it’s imperative that you do!

• “It sounds like this quarter is carrying a lot of weight for you.”
• “It sounds like you’re being asked to hold a lot of priorities at once.”
• “It seems like this issue is incredibly important.”

And here’s the beautiful part:

It is okay if you are slightly off.

If you say, “It sounds like XYZ is the main concern,” and you’re not perfectly right, people will correct you ... and most people actually love to correct you.

That correction creates clarity. And clarity creates connection.

Step 2: Name Their Loss Pain ... and Truly Care About It

Next is loss pain.

Loss pain is a huge driver of motivation, even more so than potential benefits. Before making an ask, it’s important to understand what the other person is trying to avoid losing.

It’s not enough to state someone’s loss pain though.

Again, it’s vital to genuinely care about it ... and you have to communicate that care.

How?

Slow your speaking down a little. Lean in a little. Be present.

If you’re talking about lost revenue, lost traction, lost progress, or losing momentum in the quarter ... do not rush past it. Do not deliver it like a bullet point.

Let it land with weight.

Because how you deliver it is part of how you build trust.

And if you do this well, the other person will feel something important:

“This person understands AND cares what I’m carrying.”

Step 3: Let It Sit ... Then End on a Crescendo

This is where timing becomes everything.

When you take someone low emotionally, it’s memorable which is good! However, the “last impression is the lasting impression” as a mentor of mine says, so we don’t want to end a conversation there. It is okay if there’s a pause.

To read further and gain more in-depth perspective viewing my video, visit my blog at: https://www.sherylkline.com/blog/the-sequence-of-a-big-ask

I’m cheering you on always. If I can support you, your team, or your organization in any way, please reach out to me directly.

- Sheryl

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A business mentor of mine used to always say, “New level, new devil.”

And it’s true.

Whether you are a rising leader or a seasoned executive, there is always going to be a bigger room, a higher stakes conversation, or a moment that rocks your confidence ... even if you consider yourself to have unshakable confidence.

And if you’re thinking, “I’m not really that confident ... I’m working on it,” this is for you too.

Because high stakes moments do not just test what you know. They test how you manage your internal state while you’re communicating which in turn impacts (greatly) how you’re perceived.

Here are a couple strategies that will help you not choke when the conversation really matters.

Strategy 1: Stop Fighting Your Emotions ... They Will Always Win

The fastest way to spiral in a high stakes moment is to try to minimize your emotions.

If you try to shove them away, ignore them, or talk yourself out of them, they usually get louder and therefore more distracting.

Instead, acknowledge and validate the emotion ... without letting it drive the steering wheel.

Here’s one simple shift that is incredibly powerful:

Save “I am” statements for the positive.

A lot of people approach high stakes conversations saying things like:

• “I am nervous.”
• “I am scared.”
• “I am worried.”
• “I am concerned.”

Those “I am” statements are labels which, if said enough times, impact your belief system AND your actions. Let’s practice something different, what world-class performers and Olympians use to uplevel performance when under pressure.

Use “I notice” for the negative.

• “I notice I feel nervous going into the meeting with my CEO/manager.”
• “I notice I’m worried about presenting to the board.”
• “I notice my body is tense.”
• “I notice my mind is racing.”

This creates distance. It turns you into the observer instead of the judge.

You are now on the bank of the stream looking at the rushing water rather than jumping into the middle of it and then trying to figure out how to get across. You have NOT self labeled and have time decide what’s in your control that is most important to focus on.

Acknowledgement defuses an emotion while denial adds oxygen to the fire.

Strategy 2: Take Control of the Controllables

One of the biggest drivers of anxiety and worry is uncertainty ... and specifically, uncertainty about what you cannot control such as:

• How will this be received?
• What will they think?
• How will it land?
• Will I gain buy-in?

What you do control is what you do ... and how you choose to think.

So the second strategy is to take control of the controllables.

And there are two layers to this.

Layer 1: Control What You Can About the Other Person

If you are having a conversation with one or two people, one of the smartest things you can do is be mindful of their communication and negotiation style.

Ask yourself:

• Are they direct and curt?
• Are they analytical?
• Are they people driven and relationship driven?
• Do they want bullet points and bottom line first ... or do they want context?

This matters because a lot of leaders lose influence in high stakes moments by communicating in a style that is mismatched to the person in front of them.

Get more in-depth perspective at https://www.sherylkline.com/blog/how-to-stay-grounded-when-the-stakes-are-high

I’m cheering you on always. If I can help in any way, please do not hesitate to reach out.
- Sheryl

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If you consider the research, only about 7% of what we say is interpreted through our actual words.

Everything else is interpreted through our tone, our gestures, our body language, how we move, how we hold ourselves ... and even the cadence and tone of our voice.

So before I share three nonverbal cues that can quietly take away from your ability to influence, I want to start with something I know you’ve heard me say before:

Whatever you’re thinking comes out of your mouth.

In other words ... your mindset is the precursor to being able to influence successfully. Every time, it will impact how others will feel about what you have to say.

Get Your Head in the Game First

It’s very difficult for other people to be confident in us, trust us, and buy into what we’re saying when we are not confident in ourselves.

Let me give you a real example.

One of my clients, "Sue" (not her real name) is a rising female executive who is essentially creating a VP position for herself. She has been doing the role for a long time ... she just hasn’t had the title. And as you can imagine, that can create some wobble in salary and compensation conversations.

Do I negotiate like I’m new to being a VP ... or do I negotiate like the seasoned VP I already am?

The truth is: she has been doing the work for a year and believes she has the experience of a more seasoned VP. The problem: Her mindset did not match her reality. Initially, ‘Sue’ was uncertain about how her leadership viewed her experience. Would her leadership view her as a Sr. Director and therefore a new and incoming VP?

If she was uncertain, that feeling would show up and have an impact prior to her negotiation with her boss.

Instead, she shifted to: “I am a VP. I have been operating at this level. I am negotiating as a seasoned leader who will be able to have a more bold impact on the organization in this VP role..”

That clarity and confidence changes everything ... including how you show up, how you speak, and how others respond to you.

Once your mindset is ready to convey what you are asking for,, then you can fine tune the nonverbal cues that either strengthen or weaken your influence.

The Three Nonverbal Cues That Can Take Away From Your Influence

1) Closed Body Structure

A closed posture communicates uncertainty, discomfort, and a lack of safety ... even if that’s not what you intend.

Think about crossed arms. Hunched shoulders. A collapsed chest. Legs tightly crossed. A posture that says, “I’m protecting myself."

What we want instead is an open stance.

If you’re on Zoom, that means you want your shoulders open, your hands visible, and your body oriented toward the person you’re speaking to.

If you’re in person, it’s the same idea ... open stance, grounded feet, and a posture that communicates, “I belong here.”

2) Inconsistent or Avoiding Eye Contact

This one is tricky because many of us do it without realizing it. And yes ... I catch myself doing it too sometimes.

But here’s why it matters.

If you’re looking around, darting your eyes, getting distracted, or avoiding eye contact, the other person often experiences it as uncertainty. They can also experience it as a lack of honesty or commitment.

Now to be clear, we are not aiming for a stare. That’s not the goal.

What we want is steady, natural eye contact that communicates focus and presence. Nod to indicate engagement and engagement.

If you have a crucial conversation coming up, practice.

Practice with someone you trust. Practice on Zoom. Practice in a mirror if you need to.

Because you might have a habit you’ve never noticed ... and awareness is half the work.

3) Micro Signs of Self Soothing

This is t

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Have you ever walked into a meeting prepared, thoughtful, ready to contribute ... and then left feeling dismissed?

It is incredibly frustrating.

And, I want you to hear this clearly:

Your voice matters. It matters more now than ever.
And you deserve to be heard, valued, and respected in the rooms you are in.

The good news is this does not have to keep happening. There is a proven process to reduce those moments and increase your influence without needing to become louder, sharper, or someone you are not.

Here are two strategies you can start using immediately.

1) Get Clear on Your Message ... and the Meaning Behind It

Before we talk tactics, let's talk about mindset. Not in a vague motivational way ... in a practical, performance based way.

I want to share a simple parable that makes this point.

There are three people laying bricks.

Someone walks up to the first and asks, “What are you doing?”
She says, “I’m laying bricks.”

They ask the second person the same question.
She says, “I’m building a place of worship.”

Then they ask the third.
She says, “I’m building direct communication with God.”

This is not a religious statement. It’s a meaning statement.

Same work. Same bricks. Same room.

Different perceived purpose. Different power.

And when you are going into a room where you might be dismissed ... it is critical to decide ahead of time what your message means.

Are you walking in thinking, “This is just one more update”?

Or are you walking in knowing, “This point protects the team, improves the outcome, reduces risk, saves time, increases performance”?

Because when you assign real meaning to your message, you show up differently.

You speak with more certainty.
You take up appropriate space.
You stay grounded when tension shows up.

So before your next meeting, get clear on three things:

What exactly do I need to say?
Why does it matter to the team, the leader, or the business?
What will be lost if I do not express it?

When you do this, you’re not just “sharing an idea.” You’re advancing something that matters.

2) Use a Simple Interruption Script That Protects the Relationship and Reclaims the Floor

Now let’s talk about what happens when you get interrupted or spoken over.

This is common, especially for women. And research also shows it can happen even more for women who are further marginalized within our gender.

Let's change that.

It makes sense that you would feel frustrated or angry when interrupted. That reaction is human.

The problem is ... when emotions go up, performance goes down in us AND in the other person.

So here’s a strategy that helps you interrupt the interruption ... while staying composed.

It comes from Chris Voss, and it’s called an "Accusations Audit™."

The concept is simple: you say out loud what you think the other person might be thinking about you in that moment. When you name it, it often releases its power.

Here’s what it can sound like:

“You might think I’m being rude for interrupting, but would it be unreasonable if I finish what I was saying?”

Let’s break down why this works:

You acknowledge the social tension they might be feeling.
You show respect without shrinking.
You redirect the conversation back to you in a calm, confident way.
You make it easier for them to adjust without feeling attacked.

And yes ... many times people do not even realize they are doing it. That does not make it acceptable, but it does give you a way to respond strategically instead of emotionally.

The Real Goal ... Influence With Integrity

If being dismissed keeps happening, it's helpful to

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My young memories of the holidays were a little tricky and not always as joyous as I imagined they were for everyone else.

If that’s you during this holiday season, I’m sending big hugs and deep gratitude for being a part of the Fearless Female Leadership family.

If you’re relaxing and enjoying family and friends, I’m also sending the same to you, and I truly believe that time is the absolute best gift of all!

Without you, there would be no Fearless Female Leadership community. As we approach 10 years of this work (speaking from stages, coaching incredible female executives and their teams, and now leading peer advisory masterminds) I’m in awe of the compounded impact that you all have had!

Thank you for showing up.

Thank you for speaking up.

Thank you for leading with courage, heart, and impact… often in rooms that ask more of you than they should.

I also want to share a few milestones I’m celebrating with The Zone Lab. We’ve formed new partnerships with Women in Securitization, Women in Product, and we renewed our partnership with Athena Alliance. All are organizations deeply aligned with advancing women in leadership.

One highlight I’m especially excited about: I’ll be leading a Rising Stars peer advisory cohort with Women in Securitization. It’s a powerhouse group of 12 high-potential female leaders on the fast track to executive roles. We’ll be working together in a hybrid format… meeting in person at their conference in February, gathering virtually throughout the year, and culminating with an in-person mastermind celebration in New York City next December. I couldn’t be more energized by this work.

On a personal note, there have been some meaningful moments at home too. My son Dan just turned 30 (which feels impossible), and I couldn’t be prouder of him (or of his siblings, Ryan and Megan.) My husband Scott also had a big birthday (I’ll just say it’s double Dan’s 😉).

And while my heart is a little heavy, my daughter Megan is moving from San Diego back to San Francisco. Sad for me, exciting for her, and I know she’s where she’s meant to be. As of this writing, she’s deep in final rounds of interviews for Salesforce, Baseten, and a couple others. Fingers crossed!

As we head into the holidays, please know this: I am deeply grateful for you and for the leadership you bring into the world.

Wishing you and your family health, happiness, and joy this season.

Happiest Holidays and cheering you on always,
- Sheryl

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Have you ever felt like a peer was quietly (or not so quietly) blocking your influence with leadership?

If so, you’re definitely not alone. And when it happens, it’s not just frustrating… it’s costly. Costly to your confidence, your credibility, your career momentum, and the business itself.

What makes it even harder is that this behavior is often driven by fear-based leadership or narcissistic tendencies. When someone feels threatened, they may try to limit your visibility, exclude you from conversations, or position themselves as the gatekeeper to leadership.

It is not a reflection of your capability or value.

Why This Matters So Much

When a peer blocks your access to leadership:

• Your ideas don’t get heard
• Your impact gets diluted
• Key relationships don’t form
• The organization loses out on your expertise

The good news is there’s a proven process to address it.

Imagine for a moment if that same peer became someone who supported your ideas, amplified your voice, and saw your presence as a win for them (not a threat.)

That shift is possible.

Here’s How:

1. Develop Strategic Empathy (Your Mental Preparation)

Before engaging with a difficult peer, most people are already frustrated—and understandably so. But going into a conversation with that emotional charge puts you behind the starting line. Why? Because those emotions will likely come out in your tone, body language, and gestures.

Instead, I recommend developing what I call strategic empathy, rooted in an ECO Mindset:

• “E”mpathy – What pressures are they under? What might they be afraid of?
• “C”uriosity – What do they perceive as a win? What do they need to feel protected?
• “O”ptimism – How do you want this interaction to turn out?

This isn’t about excusing poor behavior or being naïve. It’s about showing up with confidence and compassion, rather than frustration… which rarely gets us where we want to go.

Your tone matters more than you think.

2. Practice Gratitude

This may sound counterintuitive, but stay with me.

Instead of resenting the challenge, try saying (even silently): “Thank you for the challenge to grow my influence.”

Gratitude brings perspective.

Perspective brings calm.

And calm leadership is incredibly persuasive.

If nothing else, it brings a little levity to a heavy situation, and that alone can change the energy of how you show up.

3. Learn, Then Plan (Especially If You’ve Been Excluded)

I’ve recently seen several clients purposefully excluded from meetings both in-person and virtual. And while that never feels good, it’s important not to judge the situation, but to observe and learn from it.

Ask yourself:

• Why was it important for me to be in that room?
• Why might they have chosen not to include me?
• What relationships or perceptions were at play?

From there, you create a plan (or what I often call a mini campaign) to ensure next time is different.

That might include:

• Proactively building the relationship with that peer
• Making your value to the meeting visible before it happens
• Helping them see that your presence actually benefits them

When someone believes it’s good for them that you’re in the room, the dynamic changes completely.

You Can Reclaim Your Influence

If a peer has ever caused you to lose visibility, impact, or influence with leadership, please know this:

• It’s a real challenge.
• And there is a proven process to move through it.
• Develop strategic empathy.
• Lead with confidence and compassion.

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If you’ve ever walked out of a meeting thinking, “That was a lost opportunity… I could’ve been more prepared,” please know you are not alone. It happens to even the most capable, high-performing leaders. And yet, those small windows of time (whether it’s a 15-minute 1:1 or a brief hallway conversation with a senior leader) are often the moments that matter most.

They’re the moments that shape your influence, your visibility, and the confidence others have in your leadership.

I’ve been there myself. It’s frustrating, and it can sting. But I want to make sure it doesn’t continue happening to you.

There is a proven way to walk into these interactions feeling grounded, clear, and ready. Both you and the person you’re meeting with can walk away feeling energized, aligned, and confident.

And it starts before you ever say a word.

Start by Putting on Their Goggles

When we prepare for an important meeting (especially one with an executive) we often feel pressure to talk fast, showcase our wins, and prove our value. That’s normal. But it’s not the most effective way to lead the conversation.

Before you jump into your updates, accomplishments, or ideas, you need to create what I call the runway.

That runway begins with the other person’s world, not yours.

Ask yourself:

What pressure are they under right now?
Who is putting expectations on them?
What’s keeping them up at night?
What might they be worried about as we head into this next quarter?

This is not about being perfect or reading their mind. The beautiful thing is, it’s okay if your assumption isn’t exactly right. What matters is that you are showing genuine awareness and care.

This immediately lowers defensiveness, increases trust, and sets the tone for a productive interaction.

How to Start the Conversation Strong

After the basic pleasantries, you might say something like:

“It seems like there’s a lot of pressure right now to accelerate growth in Q1, and I can imagine that’s creating a lot of urgency.”

That simple sentence does three powerful things:

It acknowledges their reality.
It validates the pressure they’re carrying.
It signals that you’re thinking beyond your own priorities.

From there, one of two things will happen:

1. You’re spot-on.

They’ll say, “Yes, exactly,” and then give you more context.

2. You’re slightly off.

They’ll say, “That’s important, but what’s really stressing me right now is…”

Either way you win, because you gain insight you didn’t have before. And insight is influence.

More importantly, you’ve already built trust in the very first moments of the conversation. And trust is the foundation of impact, visibility, and upward momentum in any organization.

This Is Just Step One

If you struggle to feel fully prepared for short but important meetings, this is your starting point: Lead with empathy. Lead with awareness. Lead with their world first.

Next time, we’ll talk about how to structure your message in a concise, clear, and influence-building way, so you get the biggest return on even the shortest interactions.

If I can support you or your team in any way, I’m here for you.

And if you’re interested in being featured on the Fearless Female Leadership podcast, or you’re a leader looking to gain clarity on ‘what’s next’, how to build more cohesive and high-performing teams, and lead with greater confidence and influence, let’s have a confidential conversation.

Cheering you on always!
– Sheryl.