Just Be It
Early in my career, while working for a large health system, I was selected to attend an executive development program focused on breakthrough leadership. It was a significant investment by the organization, and one I did not take lightly. Before the program began, my sponsor met with me and offered a piece of advice that caught me off guard. He suggested I work on becoming a risk taker.
This was not what I expected to hear. I am an accountant by training. I had built my career as a CFO. My professional instincts were rooted in precision and prudence. Risk was something to be managed, minimized, and avoided whenever possible. But he was right. Playing it safe was not serving my growth, nor was it serving the organization I was helping to lead.
One of the central exercises in the program was to envision your future self and create a moniker, a simple statement that defined who you are as that person. There was one important rule. We were not allowed to use future-tense language. No “I will be.” No “I hope to be.” No “I am working toward becoming.”
My statement was simple: I am a successful leader who takes risk. Not, “I will take more risks.” Not, “I am learning to be comfortable with risk.” The language was deliberate. It was a declaration. I assumed the identity now, not later.
This distinction matters more than it may seem.
When you say, “I will be,” you create distance between who you are and who you want to become. The identity remains somewhere out in the future, always just beyond reach. But when you say, “I am,” your perspective shifts immediately. You begin to make decisions through the lens of that identity. Your actions align faster because your mind has already crossed the threshold.
This does not mean discomfort disappears overnight. It did not for me. But I approached opportunities differently. I was more open to new ideas. I allowed myself to think more creatively. I understood that risk could be evaluated, mitigated, and managed, but it no longer stood in the way of progress.
Fast forward to three and a half years ago, when I left a successful and well-compensated career to start my coaching company. That decision required risk. But by then, I was no longer becoming a risk taker. I was one.
This principle applies directly to how you lead and how you speak about your business. Consider the difference between saying, “I hope we can help you,” and saying, “We can help you solve this problem. Let me show you how.” One creates uncertainty. The other creates confidence. The same is true when you envision the future of your organization. Rather than saying, “We want to become the premier provider,” declare it: “We are the premier provider of personal care services in...” Words shape identity, which shapes action and drives outcomes.
So, who are you?
Not who you hope to become. Not who you are working toward. Who are you now?
Take a moment and write your statement. Start with two simple words: I am. Make it bold. Then read it every day and allow your decisions to follow. You may be surprised how quickly your actions align with the person you have declared yourself to be.
This is the work of leadership. It is also the work I do every day with my clients, helping them gain clarity about who they are and the courage to lead from that place. If you are ready to define your own “I am” statement and step fully into it, I would welcome the conversation.