At our recent CFO Women Connect breakfast, we explored leadership self-awareness with a group of senior finance leaders in a session with Executive Coach Sue Rosen.
The discussion focused on leadership self-awareness, identity and the internal patterns that influence how we show up, make decisions and lead others. It was a valuable opportunity to step back from day-to-day pressures and reflect on both leadership intent and behaviour.
Leadership self-awareness and patterns
A central theme from the session was that leadership challenges are often not driven by a lack of capability, but by recurring patterns of thinking and behaviour.
The moments where leaders hold back, stay quiet or overextend themselves are rarely random. They are often shaped by internal thoughts, assumptions and self-talk that influence how we respond in the moment.
Recognising these patterns is the starting point for shifting behaviour.
Awareness as the starting point
Leadership self-awareness is critical to this process, allowing leaders to step back and better understand their behaviours, triggers and decision-making patterns.
Leadership development does not begin with action, but with awareness.
Taking the time to notice behaviours, triggers and internal dialogue, particularly in moments of pressure or uncertainty, allows leaders to respond more deliberately rather than reacting instinctively.
Building this awareness creates space for more intentional decision-making.
Away vs towards behaviour
Sue introduced the concept of “away” and “towards” behaviour.
Leaders often take action to avoid discomfort, whether that is avoiding difficult conversations, managing perceptions or stepping back from challenge. While these actions provide short-term relief, they can move leaders further away from what they ultimately want to achieve.
Shifting towards more intentional actions, even small ones, can change direction and improve outcomes over time.
Small, intentional shifts
The session reinforced that meaningful leadership change does not require large or immediate transformation.
Instead, small and consistent shifts in behaviour, aligned to personal values and intent, can have a significant impact.
Identifying a single, practical action in the moment allows leaders to move closer to the way they want to show up.
Thoughts and emotions as data
A key takeaway from the session was the idea that thoughts and emotions are data, not directives.
They are important signals to notice and understand, but they are not instructions that need to be followed automatically. Creating space to step back from these responses allows for more considered and deliberate action.
The role of self-leadership
Ultimately, the session highlighted that leadership starts with self-leadership.
The ability to notice, name and consciously choose how to respond in the moment closes the gap between intention and action. This is what allows leaders to show up more consistently and lead with greater impact over time.
If you are a female CFO or senior finance leader interested in attending future CFO Women Connect sessions, please feel free to Contact us here.
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