Can You Be Both Powerful and Likable as a High Performing Woman?

In this episode of the Big F*cking Dreams podcast, Cory Welsh shares her transformative journey through the Life and Work Transformation program, detailing her experiences from level one to level two. She discusses the importance of community, emotional regulation, and effective communication frameworks, particularly nonviolent communication. Cory reflects on the internal changes she has experienced, how she navigates challenges at work and in personal relationships, and the significant impact of the program on her self-awareness and confidence. She emphasizes the value of support from peers and the importance of investing in personal growth during times of transition.

The most dangerous thing a high performer can do? Stick to a bad plan just because they "said they would." We are taught that consistency is a virtue. We are taught that changing our minds is a weakness, a sign of indecision, or a failure of control. In corporate environments, being "Rule Book" (as Hannah was affectionately nicknamed at LinkedIn) is a badge of honour. But there is a massive difference between commitment and rigidity. In this episode, Hannah gets brutally honest about a massive U-turn she just made in her business. She'd announced one thing, put the plan in motion, and then, after looking at the data, her personal capacity, she chose to change her mind. If you're a high-performing executive who uses rigidity as a trauma response to feel "safe," this episode is for you. The bottom line: The strength of your leadership is not measured by your ability to stay the course — it's measured by your ability to pivot when the course is no longer serving you or your business.

You can be powerful. You can be liked. They're not opposites. If you've just stepped into a bigger leadership role and you're about to have the hardest conversations of your career, this one's for you. In this Hannah Hotline episode, Hannah coaches a listener who has rocketed from career-changer to C-suite executive in just three years, now managing nearly 30 people and reporting directly to the CEO. A major restructure is coming. Roles are being changed. A senior colleague is now reporting to her. And she has to deliver "you're in or you're out" messages to people she genuinely likes. She feels like a fraud. Hannah's response? You're confusing people-pleasing with people-caring and they are not the same thing.