I’m a Business Leader, Not a Cheerleader

Leadership is as much about substance as it is about perception. What we project—and how others perceive it—shapes our reputation, the roles we’re entrusted with, the opportunities we’re offered, and ultimately, the legacy we leave behind.

As a woman in business, I’ve noticed a striking pattern in how we talk about success and how others write about it.

First, we need to have a chat with ourselves. What is the story we tell ourselves about ourselves? When asked how they got to where they are, many women instinctively lean into humility: “I worked hard. I got lucky. I had help from others.”

We lead with gratitude and collaboration, giving credit to the team, mentors, or circumstances that paved the way.

Men, on the other hand, often emphasize their innate talent: “I have the skills. I was strategic. I knew what to do.” The narrative centers on capability and control, with external factors playing a secondary role.

It’s fascinating—and it’s not wrong. Both stories are true. Success is always a mix of skill, hard work, luck, and support. Yet how we attribute our achievements influences how others see us and, in turn, how they define leadership itself.

This disparity isn’t just in conversations—it extends to how women and men are written about. Recently, I was profiled in a journal article about leaders. My responses were framed as leading change and being“enthusiastic” and “passionate.” These are nice words, but they don’t define what makes me an effective leader.

In contrast, profiles of male leaders often use words like “strategic,” “decisive,” or “experienced.” The implicit message is clear: men lead with their heads, women with their pom-poms.

When I was asked to review the draft, I didn’t hesitate to speak up. I sent back one line: “Please replace the language of enthusiasm with language that reflects my approach and strategic business acumen. I am a business leader, not a cheerleader.” I couldn’t help but laugh afterward—hey, that rhymes.

But this goes beyond word choice. It’s about shifting the narrative around women in leadership. When my communications lead (who is brilliant and fully agreed) jokingly he suggested we also ditch the pom-poms from the photoshoot, I laughed—but it struck a deeper chord and inspired me to write this.

Too often, women leaders are framed as cheerleaders, not executives. It’s a framing that diminishes the intellectual, strategic, and operational rigor we bring to the table.

The truth is, leadership requires both substance and style—strategy and enthusiasm. But the imbalance in how we present and perceive men and women in leadership must be addressed.

This isn’t about downplaying collaboration or gratitude. Those qualities are essential and should be celebrated in any leader, regardless of gender. But it is about ensuring that when we talk about women leaders, we don’t diminish their expertise, authority, or strategic impact by cloaking it in terms that are coded as soft or secondary.

It’s time to recalibrate. Integrated leadership is the key.

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