In the Lead Up to International Women’s Day, Leadership Requires a New Lens

In the lead-up to International Women’s Day, boardrooms and executive teams are reflecting on representation, equity, and the evolving profile of modern leadership. The conversation often centers on visibility and advancement. Beneath those discussions sits another factor that directly influences executive effectiveness and long-term organizational performance.

Most organizations track revenue, retention, and runway. Very few consider the physiological state of the leaders and teams responsible for sustaining those outcomes.

In a business environment characterized by economic volatility, technological acceleration, and global uncertainty, the decision-maker’s internal state has measurable consequences. Research indicates that the majority of adults will experience at least one potentially traumatic event during their lifetime. While many continue to function at high levels, prolonged stress affects cognition, emotional regulation, and executive function. The World Health Organization estimates that depression and anxiety cost the global economy approximately one trillion dollars annually in lost productivity. These figures represent a performance issue as much as a health concern.

The Hidden Cost of Unacknowledged Stress in Leadership

Within corporate culture, sustained stress frequently appears productive. Hypervigilance may manifest as an intense focus. Emotional containment may be interpreted as a sign of professionalism. Overextension may be rewarded as commitment.

Neuroscience shows that chronic activation narrows cognitive flexibility and reduces the capacity for complex decision-making. Leaders operating under persistent stress often exhibit increased reactivity, reduced adaptability, and diminished perspective under pressure. Over time, this affects innovation, communication quality, and cultural stability.

Google’s Project Aristotle research identified psychological safety as the strongest predictor of high-performing teams. Teams that feel safe acknowledging uncertainty and strain demonstrate higher levels of collaboration and learning. Safety is reinforced through behavior and language rather than policy.

Language signals what is acceptable to express and what must remain concealed.

Language as Strategic Infrastructure

Lauren Friedman, a former Advertising and Technology executive with nearly two decades of experience in global markets, observed that sustained output was often driven by urgency rather than regulation. In high-growth environments, intensity becomes normalized. Continuous activation is interpreted as dedication.

Her work through the Why Go Project focuses on translating neuroscience-informed insight into accessible frameworks for leaders. Central to her philosophy is a subtle shift in executive communication.

Rather than asking “How are you?”, she suggests leaders ask “How are you healing?”

The shift changes the conversation’s frame. The conventional check-in reinforces composure and efficiency. The alternative acknowledges that growth and recalibration are ongoing processes within professional life. It assumes development rather than perfection.

In leadership settings, this question is not intended to solicit personal disclosure. It signals that adaptation is recognized and that sustained performance requires reflection.

When leaders adjust their language, they adjust the boundaries of what teams perceive as permissible. Conversations expand beyond surface-level updates. Individuals feel more comfortable acknowledging pressure before it leads to disengagement or attrition. Trust accumulates gradually through these small interactions.

From Sustained Output to Sustainable Strategy

High-performance environments demand endurance. However, endurance without regulation carries cumulative costs. Leaders who understand their own stress responses demonstrate greater clarity under pressure and steadier communication during disruption. Regulation supports perspective, which in turn supports strategic decision-making.

For executive audiences, the implications are operational. Sustainable performance depends on sustainable decision makers. Organizations that incorporate emotional literacy into leadership development frequently report stronger retention, more stable team dynamics, and more durable cultures.

In volatile markets, clarity contributes directly to competitive advantage. Clear thinking is supported by regulated cognition.

Operationalizing the Question in the C Suite

The question “How are u healing?” carries the greatest value during periods of transition or intensity. Following a demanding quarter, during a restructuring, or after a major initiative, the inquiry creates space for reflection in a professional context.

Responses remain aligned with executive standards. A leader might describe recalibrating after a sustained workload or refining boundaries to maintain judgment quality. These acknowledgments reinforce credibility by demonstrating awareness and intentional adjustment.

Over time, consistent language shapes cultural norms. Adaptation becomes associated with strength. Reflection becomes integrated into performance cycles. Psychological safety strengthens without diminishing accountability.

Culture develops through repeated interactions in meetings, performance reviews, and strategic discussions. Subtle linguistic shifts influence those interactions in meaningful ways.

Why This Matters Now

International Women’s Day highlights the continued evolution of leadership. Women executives have long balanced performance expectations with relational intelligence and cultural stewardship. As organizational models evolve, these capabilities are increasingly recognized as strategic competencies.

Future executive effectiveness will depend on leaders who understand markets, technology, and human physiology with equal fluency. Financial literacy and emotional literacy operate within the same performance system.

Asking “How are u healing?” shifts behavioural expectations and, by extension, outcomes. 

In the lead-up to International Women’s Day, organizations evaluating the trajectory of leadership may find that the most consequential adjustments occur in everyday exchanges rather than in formal announcements, and that regulated decision-making begins with leaders asking deeper questions.