BlueSky Lisa

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BlueSky Lisa I am improving leadership using strategic coaching grounded in real-world leadership experience | Ex-C Suite Are you thriving?

Work takes up so much of your day, work with me if you want to ensure success and growth in your professional life.

When did you last hear a leader say, "I don't know yet"? And did it make you trust them less, or more?PWN Zug & Zurich r...
14/10/2026

When did you last hear a leader say, "I don't know yet"? And did it make you trust them less, or more?
PWN Zug & Zurich recently asked me for their September Member Spotlight, and one of the questions was about the biggest misconception in leadership. My answer: the belief that a good leader must always have the answers.
In my experience, the most effective leaders are comfortable with ambiguity, stay curious, ask for other views and are willing to say "I don't know yet" out loud. Authenticity and influence get the same treatment: do they really pull in opposite directions?
PWN is one of my tribes, a community of women, many of them expats, working at a high level across professions. Thank you to the PWN Zug & Zurich team for the invitation.
The full interview is here, including why I am always ready to say "Come with me" to anyone who finds networking hard (golf and an e-bike also get a mention): https://links.blueskycourses.com/sp/b4c2659b5af

30/09/2026

Would you rather someone cried, or shouted? Neither, if you ask me (though I have done both myself, so I am hardly one to judge).

Here is the distinction that actually matters: a reaction is what happens before you have had a chance to think. A response is what you choose once you have. Emotional intelligence was never about avoiding the reaction. It is about owning the reaction, and choosing the response that follows it.

Your reaction to someone else's behaviour belongs to you, not to them to manage or correct. What they can look at is what caused it. What you choose to do with it afterwards is your own responsibility.

Full story in the audio, taken from a recent Roundtable (video not shown to protect the privacy of the participants).

I would love to hear how this resonates with you.

Can you actually tell the difference between someone who's confident and someone who's competent?I ran a Leadership Roun...
30/09/2026

Can you actually tell the difference between someone who's confident and someone who's competent?

I ran a Leadership Roundtable recently with a small group of senior professionals, and this came up almost immediately. The neuroscience on it is a little uncomfortable: the brain can't easily tell the two apart. Someone who speaks with confidence gets registered as competent, whether or not the substance is actually there. And it works in reverse too. Someone can be excellent at what they do, provably excellent, and if they don't show up with confidence, that competence never quite lands.

So who does that leave behind? Often the quiet, capable people who assume the work will speak for itself.

If confidence isn't naturally how you show up, where do you actually build it from?

Not by faking it. Start with your values: what genuinely matters to you, underneath the job title. Then your strengths, narrowed down to two or three you can say without hesitating. Then the evidence: the real things you've already done, the real problems you've already solved.

Confidence is not the absence of doubt. It's taking action despite the doubt, standing on facts you already have, instead of waiting to feel ready.

Where is your own competence going unnoticed because you're waiting for the confidence to catch up first?

I'd love to hear how this resonates with you.

Do you know someone that would benefit from an open discussion about their challenges in leadership, whether they're lea...
29/09/2026

Do you know someone that would benefit from an open discussion about their challenges in leadership, whether they're leading an organisation, a small team, or just themselves?

The BlueSky Leadership Roundtable is this Thursday, 1 October, 13:30 to 15:00 Zurich time, online. A small group of senior professionals, an open conversation about real issues.

It is complimentary and by application, because a conversation like this only works if the room is right. If you know someone who belongs in it, or if it is you, the application is here, select the 1 October date: https://programs.blueskycourses.com/roundtable

Have you ever been told you're too much of something at work? Too direct. Too strong. Too emotional. Too whatever it is ...
28/09/2026

Have you ever been told you're too much of something at work? Too direct. Too strong. Too emotional. Too whatever it is this time.

This came up at one of my Leadership Roundtables, and I discussed it again with other women at the WIN Conference last week.

I hear it constantly from clients too. Someone gets told they're too direct, too blunt, too strong, too emotional, by people who mean it as a criticism. And underneath all of those different words is usually the same thing: someone finally being fully themselves in a room that was built for a different kind of person.

Embrace it. Own it. The thing that gets you labelled too much is very often the exact thing that makes you effective.

What's the "too much" you've been told about yourself that might actually be your strength in disguise?

I'd love to hear how this resonates with you.

Photo was taken at last week's WIN Inspiring Women Worldwide Conference near Geneva, where I always go to get more energy and inspiration. Thanks Kristin Engvig!

There's a conversation you've been meaning to have since roughly June.I hear a version of this constantly. Not a crisis,...
25/09/2026

There's a conversation you've been meaning to have since roughly June.

I hear a version of this constantly. Not a crisis, nothing that would justify clearing an afternoon. Someone on your team whose work has quietly slipped. A peer who keeps committing your people to things without asking. A boss who agreed to something in March and has behaved ever since as though he hadn't.

And every week there's a reason it isn't the week. They're travelling. The quarter is closing. It would be unfair to land it just before their holiday.

Here's what I notice, in session, when someone brings me a conversation like this. The delay is rarely about timing, and they usually know that before I say anything.

So what is the waiting actually protecting?

Sometimes it's a working relationship that runs well and you don't want to put a mark on it. Sometimes it's your own picture of yourself as the reasonable one, the one who is easy to work with. Sometimes it's that having the conversation now means acknowledging you let it run four months.

What would the conversation itself cost you? And what is staying quiet costing you?

The second question tends to be the one that moves people, because until it's asked, the cost of waiting has been sitting quietly out of view, and then it isn't.

And how often does the conversation itself turn out to be worse than the four months of not having it?

What's the conversation you've been putting off, and what do you think it's really protecting?

I'd love to hear how this resonates with you.

What is another word for 𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀?  Lets face it, nobody admits to liking politics.  How can we make it more palatable?I...
24/09/2026

What is another word for 𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀? Lets face it, nobody admits to liking politics. How can we make it more palatable?

I asked that at the last Roundtable.

The answer was 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Nice. This becomes: 𝘸𝘩𝘢𝘵 𝘤𝘢𝘯 𝘐 𝘥𝘰 𝘰𝘳 𝘴𝘢𝘺 𝘰𝘳 𝘪𝘯𝘧𝘭𝘶𝘦𝘯𝘤𝘦 𝘰𝘳 𝘪𝘮𝘱𝘢𝘤𝘵 𝘵𝘰 𝘤𝘩𝘢𝘯𝘨𝘦 𝘵𝘩𝘪𝘴 𝘥𝘪𝘳𝘦𝘤𝘵𝘪𝘰𝘯?

A Roundtable is a small group of senior professionals, an open conversation about real issues. People often arrive with a question that has been unresolved for months, and leave seeing it differently.

The next one is Thursday 1 October, 13:30 to 15:00 Zurich time, online, and it is complimentary. It is by application, because a conversation like this only works if the room is right.

If you would like to be there on 1 October, apply here and select the 1 October date: https://programs.blueskycourses.com/roundtable

11/09/2026

Have you ever been told you're too much, too blunt, too strong, too emotional, by someone who meant it as criticism?

One person at my Leadership Roundtable yesterday described exactly that, alongside the gap between the values their company claims and what it actually does. Another wondered aloud if it's imposter syndrome, since they don't feel they have all the tools or background for the calls they're making anyway. A third, independent now after years inside big corporates, said they just miss having anyone to think it through with.

Ninety minutes together, and by the end the whole conversation had shifted. I recorded a short recap above, walking through what came up and why.

I run these Roundtables regularly. If you'd like a seat at the next one, send me a message.

Does any of this resonate with you?

What do you do when the thing you most want to get rid of is also the thing nobody else will take?Daniel had spent years...
10/09/2026

What do you do when the thing you most want to get rid of is also the thing nobody else will take?

Daniel had spent years quietly owning a job nobody had ever given him. His team fed an internal market indicator into a company-wide dashboard. It started as a side task, a number nobody paid much attention to. Then finance leadership tied that number to sales targets and bonus calculations across the whole company, and overnight a task nobody wanted became a number everybody watched.

His team hadn't changed anything about what they did. The scrutiny had.

He and his manager had asked finance to take it over more than once. Every time, the answer was no.

When we talked it through, he had two options he wanted to put on the table. Keep pushing finance to take it over, which is what he actually wanted. Or scale his team back entirely and let finance run it the way they do for every other division, which he knew was a long shot.

Two options. I asked him what happens with two options.

He thought about it and said, someone wins and someone loses.

That's the whole problem. Two options is an argument. Three options is a choice.

So I asked him for a third. Something so unappealing that nobody would seriously consider it, precisely so the middle option, the one he actually wanted, would look like the reasonable compromise. He found it quickly once he had the frame.

Three options. One his team would clearly do extra work for. One nobody with any sense would choose. And one that was actually reasonable, sitting quietly in the middle, waiting to be picked.

He was no longer asking them to choose between yes and no. He was asking them to choose the direction that already looked right.

So the next time you're building a case for one specific outcome, are you walking in with two options, or three?

I'd love to hear how this resonates with you.

I spent the weekend in Crans-Montana at the Omega European Masters. My husband loves to volunteer, which is four days on...
09/09/2026

I spent the weekend in Crans-Montana at the Omega European Masters. My husband loves to volunteer, which is four days on his feet. I love to watch, which is a couple of hours of work from the Airbnb and then the rest of the day wandering from hole to hole. It works out.

If you have never been, the course sits high above the Rhône valley with the Alps stacked up behind it, and on a clear September day it is close to absurd. Sun, thin bright air, the smell of warm pine, and players walking the fairways while the mountains do all the work in the background. I could have watched it all day, and more or less did.

Going into the final round, the man leading the field was Paul Casey, a Brit who lives over in Zug. He had said after Saturday's round that whatever happened on Sunday, all of his prize money would go to Fondation Beloved, the fund for the victims and families of the tragic fire here on New Year's Day that killed 41 people and injured another 115, most of them under the age of 20.

He said it before he knew whether he would win anything worth giving away.

He started Sunday three shots clear. Then Thriston Lawrence, six behind when the day began, went out and shot a 62.

They finished level. It took four extra holes to separate them, all played at the 18th. On three of those both men missed their birdie chances, with dozens of cameras and hundreds of spectators watching. On the fourth, Lawrence nailed it.

Lawrence has won here three times in five years now. The last man to win this one three times was Seve Ballesteros, who redesigned the course and has his name on it.

And Joel Girrbach finished tied for ninth, the best of the Swiss. In that field, on this course, quite something.

What I keep thinking about is how much the two of them seemed to be enjoying it. A title going back and forth between them, and not an ounce of edge in it anywhere. Just two very good players in the sun, going again, and again, and again. The volunteers, four days in and long past done, went with them.

And Casey came second. He paid up anyway. The whole runner-up cheque, a little over USD 400,000. Down in the village there is a wooden pavilion where people have been leaving things since January. Photographs, flowers, candles, teddy bears, paper butterflies. You walk past it on your way up to the golf.

Good on you, Joel. Good on you, Thriston. And good on you, Paul.

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