Coach Joyce Talag

Experts and many other highly intelligent professionals often struggle with executive presence for the very reason that made them successful in the first place: they know *too* much.

When presenting to senior leaders, they feel compelled to share every data point, explain every caveat, and demonstrate the depth of their expertise. The result is often the opposite of what they intended. Instead of appearing more influential, they make it harder for others to identify the key message.

Executive communication is less about demonstrating what you know and more about creating clarity.

Senior leaders rarely need all the details. They need enough information to understand the issue, evaluate the options, and make a decision. Every unnecessary detail competes with the main message.

This doesn't mean reducing the rigor of your thinking. It means doing the harder work of distilling complexity into something others can understand and act upon.

What helps you decide what to leave in and what to leave out?

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P.S. These are the kinds of leadership and communication conversations I have with my clients at The Leadership Voice Studio, which I explore in my weekly newsletter, Unmuted.

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A mid-year check-in should be more than a performance review. It should be a reality check.

Many high performers are taught to focus on goals, metrics, and ex*****on. Those things matter. But after more than 5,000 coaching sessions, I’ve noticed that growth, influence, and leadership are often shaped by something less obvious: the conversations we choose to have—or avoid.

A conversation with your manager that clarifies expectations. A conversation with a stakeholder that strengthens trust. A difficult conversation you’ve been postponing for months. An honest conversation with yourself about whether you’re still headed in the direction you want to go.

The second half of the year will arrive whether we’re ready for it or not. The question is whether we’re willing to address the conversations that could change how the rest of the year unfolds.

Swipe through for five conversations worth having before the month is over.

Which one feels most relevant to you right now?

Pleased to share some great news: I’ll be part of the International Coaching Federation – Chicago Chapter’s inaugural DEIB speakers program.

This opportunity opens another avenue to fulfill my Chicago mission—conceived back when I first visited the city—of helping others find their voice through The Leadership Voice Studio. I’ll be expanding my reflective paper on multilingualism in the coaching profession, which I submitted as part of my Mentor Coaching programme course work.

As I work towards acquiring a Mentor Coaching Specialization, I hope that this effort scales my impact now that I am working through coaches with their own clients. 🫶🏽

*TLVS is the Chicago-based division of Joyful Transformations.

Good leaders work hard. Great leaders know when to push back.

One thing I’ve noticed from years of coaching high-performing professionals is that many capable people wait too long before they say something.

By the time they finally push back, they’re already overwhelmed, emotionally drained, or quietly resentful.

What’s interesting is that these are often some of the smartest and most dependable people in the room.

They’re used to being the person others can count on. Many grew up learning to be hardworking, adaptable, humble, and “easy to work with.” Some come from immigrant or second-generation backgrounds where creating friction felt disrespectful or risky.

So instead of questioning unrealistic expectations early, they absorb more.

They overprepare.
Overdeliver.
Carry more than they should.

At first, workplaces reward this.

But over time, people can start associating them more with ex*****on than leadership.

The leaders who create the most impact aren’t always the loudest. But they usually know how to raise concerns earlier, clarify priorities sooner, and speak before burnout speaks for them.

That’s not negativity.

That’s leadership.

Lately I’ve been reflecting on how much leadership communication is not just about confidence or polish. Sometimes it’s about learning how to create clarity — even when it feels uncomfortable.

What might become possible if you pushed back more? ☕️

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If you’re navigating executive presence, visibility, or leadership communication in high-stakes environments, my Strategy Sessions are designed for these kinds of conversations.

DM me “STRATEGY” for details.

Good leaders work hard. Great leaders know when to push back.

One thing I’ve noticed over years of coaching high-performers is that many wait too long before they push back. By the time they finally say something, they’re already exhausted, resentful, or emotionally checked out.

What’s interesting is that these are often some of the most capable people in the room.

They’re smart, reliable, adaptable, and used to being the person others can count on. Many grew up being rewarded for being hardworking, humble, grateful, and “easy to work with.” Some come from immigrant or second-generation backgrounds where creating friction felt risky, disrespectful, or selfish.

So instead of questioning unrealistic expectations early, they absorb more. They overprepare. They overdeliver. They quietly carry the emotional and operational weight of teams.

At first, organizations love this.

But over time, something subtle happens: people begin to associate them more with ex*****on than leadership.

The senior leaders who tend to create the most impact aren’t necessarily the loudest or most dominant. But they do know how to surface concerns earlier, clarify priorities sooner, and challenge assumptions before things spiral into burnout or confusion.

That’s not negativity.

That’s leadership.

I think many high performers underestimate how much leadership communication is not just about sounding polished or confident. Sometimes it’s about being willing to introduce tension early enough to create clarity for everyone else.

I’ll unpack this more deeply in this week’s Unmuted newsletter—especially why pushing back can feel disproportionately difficult for highly adaptable professionals.

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https://theleadershipvoice.kit.com

Executive presence is often framed as a communication or confidence issue.

But after more than 5,000 coaching sessions, I’ve noticed that for many leaders — especially those navigating multiple identities, cultures, or high-pressure environments — the real challenge is often cognitive load.

The invisible mental bandwidth spent on adaptation, perception management, and self-monitoring beneath the surface.

My latest issue of Unmuted on LinkedIn explores:
• the hidden psychological cost of executive presence
• why some leaders experience “presence” differently
• and 3 practical ways to reduce cognitive load while building executive presence more sustainably

I’m also opening a limited number of complimentary focused office hours during Mental Health Month for leaders navigating visibility pressure, burnout, communication anxiety, and demanding workplace environments.

Read here:
https://www.linkedin.com/pulse/3-ways-reduce-cognitive-load-building-your-executive-joyce-talag-pcc-j2c8c?utm_source=share&utm_medium=member_ios&utm_campaign=share_via

Some of the most burned out people I've coached weren't underachievers.

They were the dependable ones,
the high performers,
the people everyone relied on.

They have “successful” lives on paper with impressive titles and high six-figure incomes, yet carry this restless question:

Is this all there is?

What I've realized after more than 5,000 coaching sessions is that many high-performing mid-career professionals aren't just exhausted from overworking. They're tired of suppressing parts of themselves in order to survive systems they no longer fully believe in.

And contrary to what social media often tells us: not everyone can afford to quit their corporate 9-5, move to Bali, or become a founder.

Some people still believe in organizations.
They just want to lead, influence, and live differently within them.

Honestly, I understand that deeply.

Before coaching, I worked in corporate social responsibility—helping design social impact programs, facilitate partnerships, and rally diverse stakeholders around causes.

I loved being at the intersection of leadership, business, and social good.

I loved entering rooms where decision-makers shaped policies, budgets, and philanthropic investments.

And I loved bridging conversations between business and community.

Over time, I realized something important:

Change is not purely top-down.
People within systems shape systems, too.

That realization eventually led me deeper into coaching—not just as a leadership development tool, but as a form of human and social development work.

(My undergrad and master's are in Development Studies and Management, so perhaps this path makes sense in hindsight.)

There’s still a misconception about coaching as a directive approach that removes agency and creates dependency. But real coaching is not about telling people what to do or who to become.

At its core, coaching is about helping people reconnect with their own clarity and agency — not by imposing someone else's definition of success onto them, but by helping them think differently, see more clearly, and make choices aligned with who they are and what the world may be calling them toward.

That’s why I value working with professionally trained coaches grounded in ethics and evidence-based practices.

And this is why this work became so meaningful to me.

I've seen clients:

– stay within organizations but finally find roles, teams, or leaders more aligned with their values,
– move from chronic burnout to more sustainable and meaningful ways of working,
– rediscover purpose, voice, and agency without necessarily leaving the financial stability of corporate life.

Not everyone is meant to leave the system.
Some people are meant to help transform it from within.

Over the next few weeks, I'll be sharing more insights about change making within systems through my community newsletter and exclusive office hours.

SUBSCRIBE to Unmuted:
https://theleadershipvoice.kit.com