Leading with Heart: Julianna Walsh of LeadHerself On The Power of Authentic Women’s Leadership

An Interview With Pirie Jones Grossman

You never know who you’ll inspire. I believe we each have a responsibility to share our authentic voice with the world. We have something completely unique to contribute and no one can make your contribution on your behalf. By stepping into your authenticity, you can be a leader for those who come after you. I am deeply grateful for the brave people who have inspired me to become the leader I am today.

In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing (Julianna Walsh).

Julianna is an organizational psychologist and leadership expert on a mission to diversify the global leadership pipeline. As the founder of LeadHerself, she is creating a learning platform and community in the form of a B2C mobile application for those whose leadership differs from the norm. With five years of consulting experience for a wide range of clients, Julianna has practical know-how when it comes to assessing and developing leaders. She also holds a PhD in Industrial-Organizational Psychology, and has published research on leadership, emotions, and gender differences.

Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I’ve found an alignment in my career now as an entrepreneur, but I’ve had a few diversions along the way that I needed to experience before finding this mission and understanding how I can pursue something I’m deeply passionate about.

My background is in Industrial-Organizational Psychology. I obtained my PhD while researching gender differences and emotions in leadership. It was fascinating but frustrating to find that the “think manager, think male” paradigm was still alive and kicking, and that people no matter how well intentioned still fall victim to cognitive biases when thinking of how a leader should look, sound, and act.

Years of consulting for various companies large and small, local and global, and interacting with leaders and leadership programs left me with the nagging impression that although we’ve made progress, there’s still a long way to go. Systems, cultures, and the people in them tend to operate in such a way that the status quo only shifts in inches and gender parity is miles away.

Technology can be a very effective mechanism for getting a message out there and changing behavior. I found deep satisfaction in building scientific solutions into scalable tech while working for an HR startup. Although I had to become a specialist in an area I wasn’t all that interested in, I found the challenge of product development and innovation thrilling.

Last year was a turning point, my career took an unexpected but welcomed turn into entrepreneurship. I’m pulling together my research training, consulting work, and technology experience to transform a passion project into a business. LeadHerself is a B2C mobile app that offers a leadership development platform and community for women and non-binary individuals.

Can you share the most interesting story that happened to you since you started your career?

When I was still a graduate student, I had the opportunity to present my thesis research on gender and culture differences in leadership to senior military leaders from the U.S. Department of Defense. I was in my early twenties and remember thinking, “Why would anyone be interested in my little idea? Let alone these military guys?” Almost a decade later, the publication that eventually came from my thesis has just been recognized as a finalist for the 2023–24 Monica M. Lee Research Excellence Award.

The main premise of this research was that leaders who engaged in stereotypically feminine behaviors like showing empathy would be perceived as more effective in cultures with better gender equality. This stems from the double bind that women still face in leadership to this day — when we act like women, we’re not seen as leaders, and when we act like leaders, we’re not acting like women. People often don’t like that misalignment whether they realize it or not, so we’re often penalized either way.

My advisor at the time, Dr. Erin Richard, connected me with this chance to speak. She believed in me, showed up to support me, and cultivated my learning through the process. This was one of my first formal presentations and I was a nervous, awkward speaker. But looking back, that experience gave me the confidence to say yes to things that scared me and the realization that people want to hear what I have to say.

A study by KPMG reported that the most important time to offer a woman career development to build both confidence and competence is in her twenties. I’ve felt this and I’m grateful for the support I had early on that formed the foundation of my leadership skills. Now, I hope to do the same for the young women that will form our next generation of leadership.

What do you think makes your company stand out? Can you share a story?

I think what makes any company stand out is the way it makes people feel, no matter what the product or service is. I’ve had these moments when I’m talking about LeadHerself with another woman at a networking event or a young female entrepreneur I’m looking to contract with, and I see the moment it clicks for her — that ‘Aha!’ moment. That realization of how LeadHerself would have helped her through a particular situation.

It also hits me personally when I’m least expecting it. I’ve built a lot of the leadership development content based on my academic background and ongoing research, married with my practical experience as a leadership consultant and a leader myself. All the research in the world isn’t going to help if I don’t know what it feels like to be in that situation struggling with that skill.

When I say it hits me personally, I mean I make sure each piece of advice, each resource, each bit of information is something I would find useful. Where if I go through my own learning journey, I would feel the impact. And I have! I personally experiment with the skill-building exercises I recommend, I read the books, I evaluate the research, and grow as a leader myself to be able to bring other women along with me.

LeadHerself is meant to feel like your big sister looking out for you. She’ll challenge you and make you work, but you know it’s with love. That’s where I think the concept resonates with women. We’re incredible at looking out for others but sometimes don’t know how to look out for ourselves.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

1. Intellectual humility. Early in my career I really struggled with the idea that I didn’t have all the answers. Like many women I pursued external stamps of approval to back up my credibility. It wasn’t until I became an entrepreneur that I realized knowing what I don’t know is a strength. Awareness of my knowledge gaps in managing a business gave me a roadmap for what I needed to learn (or outsource!).
2. Empathy. I care so deeply about my work and the people it touches. This breeds perseverance and perspective. When I’m able to put myself in someone else’s position and connect with their purpose, without judgement, I can view the complexity of a problem. I’ve used this to understand how different people in a company approach their work, how to spot misalignment, and build solutions to address the root issue.
3. Courage. I’m just now learning that turning that empathy inwards opens me up to be a braver version of myself. It’s taken me a long time to build the confidence to take the risks I want to take and make the mistakes I need to learn from. As a leader, I need to choose courage over comfort every day to build the business that will make the change I want to see in the world.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

As a leader you must own the responsibility for decisions that don’t work out and might upset and let down others. There was a time a hired someone and looking back, she was the wrong person for the job. I was dealing with a lot of pressure at the time, and I think part of me knew it wasn’t right but felt I didn’t have choice.

A good chunk of my expertise is actually in hiring and with the benefit of hindsight and distance, I can pinpoint exactly what mistakes I made. It ended up not working out, it was a poor culture fit and the change ended up disrupting team dynamics. I decided to let her go after only a few months. It was a painful experience, but I held myself accountable to learn from it.

This situation could have been largely avoided if the decisions leading up to it were guided by core values and a clear vision. I’ve had to get comfortable betting on myself, owning my decisions, and not beating myself up when I don’t get it right. To do this, I try to have a clear vision not only for my business but also who I am as a leader and use that to guide tough decisions. When I lose sight of this, that’s when I can get stuck at a crossroads.

Challenges like this shape my leadership because they either reinforce or evolve my vision, either way it gets stronger. When I’m clear what values should be guiding each decision, I might not always get it right, but I can sit with my decisions in peace.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?

There have been several times where I shared an authentic and vulnerable piece of myself with no agenda, and it led to such wonderful conversations and connections with others. I think this is why I’m able to draw people into the purpose behind LeadHerself. This has been critical for raising brand awareness, exploring partnerships, and finding opportunities.

There is something about creating and fostering a genuine connection with someone that brings out a wonderful sense of belonging and the opportunity to create something great. The most meaningful feedback I’ve had as a leader is that I’m trustworthy. I think that stems from being authentic in my leadership style and through empathy, transparency, and consistency.

A company I worked for was going through a rebrand, and as a leader, I needed to guide the change and not only ensure the transition went smoothly but that it had a positive impact on the team. There was disagreement, frustration, and general unease around the change, but communicating clearly, listening to concerns, and being considerate of individual perspectives helped me lead more effectively.

In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?

I see vulnerability as a part of the cycle of resilience. To truly grow from adversity, we need to have had some skin in the game. It’s ridiculous that vulnerability has ever been associated with weakness. The toughest people I know are the ones who have put themselves out there. Vulnerability and resilience sit on either side of an obstacle.

I’m trying to strike this balance in going after something I truly believe in with LeadHerself. I’m risking a lot to do it, I’ve never felt more exposed and vulnerable, and opening myself up to disappointment, financial strain, career risk, reputational damage, the list goes on. But each challenge I take on and get past, each mistake I make and learn from, I grow more resilient and more capable to take on the next one.

To lead effectively, I don’t think there is a choice but to be vulnerable. You need to open yourself up to change and know you can overcome the hurdles you’re faced with. Scars reflect the balance between vulnerability and resilience. The wound was caused because you faced harm, but you’ve healed and now the scar is a reminder of your strength.

Beyond facing higher rates of identity-based aggression and violence, women and other minorities deal with the minute and subtle effects of stigma and marginalization throughout the day. These often hit just below conscious awareness but nonetheless force us to be strong. I think this is where the vulnerability of identity creates resilient individuals.

As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?

I’m an introvert who doesn’t like to take up space, physically or verbally. In group settings or meetings, this means I often struggle to speak up or boast about my achievements. Not only am I spoken over a lot, but I’ve had a guy take public credit for a large project I completed. It felt like a betrayal at the time but looking back I realized he was trying to get a promotion and was just looking out for himself.

Like many women, I was doing exceptional work and just waiting for someone to notice and give me a gold star. Bragging about my wins will never be comfortable but what’s worked for me is fostering my self-awareness, so I know when to point to my strengths, how to accept rather than play off a complement, and build my credibility.

Another point is that I’ve stopped hedging or undercutting my statements unless that qualifier is objectively necessary for the situation. I see women do this all the time. Earlier this week, I received a what’s app message in group chat of female founders that had the clause “…(I’m defo not an expert in this area but)…” — and she totally is an expert! We undersell ourselves when we need to assert, and this is where being authentic is a catch-22.

The way I balance being firm in my voice while being authentic is the 80% rule. I bring 80% of my authentic self to work and I fudge the other 20%. That 20% is doing the uncomfortable stuff like speaking up for myself, portraying confidence when I don’t truly feel it, and being loud when I need to be heard. You don’t have to bring all of your authentic self to work, you can decide what your authentic leadership will look like.

How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”

People have different needs at work, and one aspect of emotional intelligence is a level of interpersonal awareness that allows you to adapt to what a team member might need in each situation. I try to check in with those I work with periodically to see how they’re doing but they must feel able to open up to me.

To build a trusting relationship, I do my best to encourage and act on constructive criticism from others. When this creates a productive and psychologically safe atmosphere, those check-ins are more authentic. I’ve particularly learned a lot from asking this question: What can I start, stop, and continue doing to better support you?

This has cleared up assumptions about what underperforming team members need, and it’s also highlighted elements of my leadership that work for some people more than others. I find it super important to make sure I’m aware of and regulating my own emotions well in those situations to be in the best place to support someone else.

What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?

Mentors, sponsors, advocates, board members, whoever your people are, they can help you discover your inner leader, your raw potential, and foster that part of you. Relationships with these individuals need to be based on clear expectations and communication. You’re forming a partnership with a purpose and that inherently needs to be intentional to be inspirational.

When I’ve seen leaders, particularly women, being authentic, they’re giving me permission to do the same. I’ve been inspired by incredible role models in my career, and I enjoy building on the advice I’ve received and passing those learnings on to the next generation. By listening and asking the right questions, you can help someone develop their authentic voice, and that’s a powerful experience on both sides.

Ok super. Here is the main question of our interview. Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”? If you can, please share a story or an example for each.

1 . Not everyone will like you and that’s okay. The reality we live in is unfair and fighting to be universally adored is useless. I’ve bent over backwards trying to win someone’s approval that was not only never going to come but not worth pursuing in the first place! This may sound narcissistic but when I place more value on my own approval rather than that of others, it gets easier and easier to disappoint people.

2 . You’ll be able to make stronger connections. People can sense inauthenticity. When you’re being real, you can build trust. I used to dread networking but once I started showing up authentically, I’d leave these events full of energy and with plans to meet up with so many new friends. I can also find my people a lot quicker because I know which connections I want to make and which I want to avoid.

3 . You still need to adapt your leadership. You may have your unique style of leadership, but an effective leader adapts their style to the individual they’re leading. We have different versions of ourselves that can all be equally authentic yet effective for different situations. You don’t have present a fake version of yourself, but you can learn to lean on unique elements of your identity when needed.

4 . You don’t need to act on behalf of all women. Whoever you are as an authentic leader may at times be generalized to represent others who might look or sound like you. You are only responsible for representing yourself and to hold yourself accountable to be the best version of you. I’ve gotten sidetracked trying to fit into a box for others to better understand me but that’s not helpful for anyone.

5 . You never know who you’ll inspire. I believe we each have a responsibility to share our authentic voice with the world. We have something completely unique to contribute and no one can make your contribution on your behalf. By stepping into your authenticity, you can be a leader for those who come after you. I am deeply grateful for the brave people who have inspired me to become the leader I am today.

Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?

You need to make some tough decisions as a leader, and when you can put yourself in someone else’s shoes and empathize with them, those decisions can get messy. This is when you need to manage your energy and turn that empathy inwards. Otherwise, feeling all the feels will completely drain you.

If you need to let someone go, for example, in that conversation you need to be professional, sympathetic, and strong but this will zap your emotional resources. Try to schedule time after emotionally taxing events or interactions to recover before diving back into work. Also, make sure the time you spend outside of work is helping you recover.

Emotional labor is a real thing. Customer service reps, for instance, have to do the emotional work of handling upset customers one after the other. They need to be superstars at managing their own emotions to respond with patience and mental clarity. Without proper support, this can spiral towards burnout and sometimes we’re blind to it in ourselves.

Lastly, sometimes the worst thing you can do for an employee or colleague is to be too nice. For example, trying to spare someone’s feelings by not telling them what they need to hear. Kim Scott refers to this as ruinous empathy. Be sure to balance kindness and support with truth and challenge.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I’m so glad you asked this! I want to start a movement of young women stepping into their leadership potential and building a generation of leaders that reshapes the working world. Early career women have the least amount of support from employers and still have societal expectations holding them back; but they have the most power to change what the future of leadership looks like. I want to see women working together to outwit the world of work.

How can our readers further follow you online?

Find me on LinkedIn or check out my website. The LeadHerself app will be launching later this year and there will be a pathway to sign up as an early user so stay tuned!

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!