So bearing that in mind, the mere act of making ourselves vulnerable in relation to our doubts, insecurities and uncertainties gives us the outlet needed to be more compassionate with ourselves and although we may not be aware of all the invisible parts that are holding us back or potentially holding us back from being more impactful leaders, it is not necessary to have it all figured out. If we know deep down that we do not respond or act as our best selves as leaders and we open up to someone about this, it gives us permission to not only be more self-compassionate with ourselves but also non-judging. And with this non-judging stance, we can more easily inquire into why it is we show up at times in ways that don't best serve those who we lead. So in seeking support, we are recognizing within ourselves that we can do better and that this work matters enough to us to immerse ourselves in an ongoing process of improvement over time. So that is the S part of the star acronym and now we're going to move into the T part which stands for Timely Questions and Timely Learning. By taking on an enquiry stance about our own invisible parts and asking ourselves the right questions at the right time, we can learn more deeply about ourselves and the ways we might be showing up as leaders that could be preventing us from being more authentic and impactful. Through the lenses of curiosity and non-judgment, we can identify what might be happening when these invisible parts show up in our leadership role. So in other words, how these invisible parts may be manifesting themselves in our day to day interactions as a leader. An example that I can build on is the one described earlier in the podcast when I talked about the leadership who has perfectionist tendencies and how they can show up at times and ways that makes them seem cold and dismissive and uncaring. This can be manifested by cutting off other people when they are talking or shutting down their ideas or perspectives rather than remaining much more open to them and open to the dialogue needed to welcome their thoughts, feedback and viewpoints. And although this leader doesn't always show up in this way, they are aware that they do show up at times in this way and that when they do, there is a lot of internal conflict for them. They absolutely know that it's happening and it just doesn't sit well for them. So they recognize that they need to do something about it. So when they do recognize that they are showing up in this way, they simply notice it. And mentally note what is happening. And this is where their inquiry question bank, as I call it, comes into play. When reflecting on their interactions and ways of showing up that might not be serving them well, they simply journal out questions that might help to guide their growth and learning. So here are a list of questions as examples of what this could look like. So here are some questions that somebody could write in their journal when they know they're triggered and they know they haven't shown up as their best self. So maybe the questions are where might my resistance to others be coming from? Why might I be getting so triggered in situations such as this? What is it within myself that is causing me to be so abrupt and impatient? How might I apply more empathic listening skills when certain invisible parts of myself are showing up? What emotions might be happening in these

moments?