Jenny Child on Grief, Career Transitions, and Presence

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.

Being made redundant isn't just losing a pay cheque, it's being told you're no longer part of the tribe. And when your identity is tied to your work, that hits hard. In this episode, Hannah responds to a listener who was recently made redundant, loved her job, is now terrified of falling behind in an AI-disrupted market, and is completely frozen when it comes to networking. Hannah breaks down exactly why this happens, and gives you a no-fluff framework to move through it — without white-knuckling it back to the market before you're ready.

You're delivering excellent work, taking on more responsibilities, and getting glowing performance reviews, so why is your salary still lagging behind? In this episode, Hannah responds to a listener who's 15K below the median for her level despite supporting nine executives and receiving zero critical feedback. Hannah breaks down exactly how to build a business case that gets results, even after you've already heard "no."