What Toxic Leaders
Taught Her
Anne is the first to admit that her journey wasn’t
all sunshine and celebrated milestones. She
encountered toxic leaders along the way—
people who criticized harshly, withheld support,
or created fear-based environments. One story
she shares is particularly telling: after executing
a successful leadership training session, she was
blindsided the next day by harsh criticism from
a superior, despite positive feedback from
attendees.
It was demoralizing. But instead of walking away,
Anne took it as a learning moment.
She encourages leaders to recognize that not
everyone you work with will lead with integrity
or compassion. And sometimes, the lesson is in
what not to do. Toxic leaders, she says, helped
shape her resolve to never make others feel the
way she was made to feel. When she became a
senior executive, she consciously led with
empathy, encouragement, and strategic clarity.
Still, Anne acknowledges that sometimes,
staying isn’t an option. When a workplace is so
toxic that it begins to affect your physical and
mental health, stepping away may be necessary.
But she also offers a powerful reminder: there
are seasons in life where flying under the radar—
temporarily—is a strategic decision. If you’re the
sole breadwinner or navigating personal
challenges, preserving stability while preparing
your next move is valid and courageous.
Tackling Unconscious Bias
with Clarity
Anne doesn’t shy away from difficult
conversations. Her book, LEAD BIGGER: The
Transformative Power of Inclusion, includes an
entire section on beauty bias and “lookism”—a
subtle but real form of unconscious bias that
often affects women and people of color. She
discusses how, early in her career, she was often
referred to as “sweetie” or “kiddo,” undermining
her authority and reinforcing stereotypes about
age, gender, and appearance.
Bias, she explains, is human—it’s how our brains
process information quickly. But bias left
unchecked can become exclusionary and
harmful. She encourages leaders to do the hard
inner work of identifying their blind spots. That
might mean reflecting on who you promote, who
you listen to, or who gets interrupted in
meetings. Inclusion, in Anne’s view, isn’t a
diversity campaign—it’s a performance strategy
The Power of Purpose at
Every Level
One of Anne’s most practical approaches to
culture was her decision to establish clear
missions and visions—not just for the company
overall—but for each division she led. She
believes that when people feel connected to the
purpose of their team, they’re more engaged,
loyal, and fulfilled.
This struck a chord with Dr. Ducharme, who,
after reading Anne’s book, implemented team-
specific visions for regional directors within her
own global organization, She Talks. That decision
gave team members clarity, ownership, and
renewed energy—all of which drive stronger
organizational culture.
Anne’s example shows that leadership isn’t just
about what you say on the stage—it’s about
what you build inside your teams. People don’t
just want to be part of a company. They want to
be part of something meaningful.