There’s another shift happening for women in leadership…and it’s showing up in a very different way.
More women are beginning to take their physical strength seriously…and it’s not a side goal or something separate from their work….but it’s part of how they lead.
There’s a moment that many leaders have quietly experienced, even if they’ve never said it out loud.
It’s not dramatic and it doesn’t happen all at once. It shows up slowly, over time, in the middle of doing work they care about. They start to feel the weight of it.
For a long time, value in the workplace was something many people believed would eventually be recognized if they simply did the work well enough. It showed up through raises, promotions, expanded responsibilities, or the quiet acknowledgement that someone had “earned it.” The path felt familiar…work hard, deliver consistently, be dependable, be valuable, and at some point, the system would reflect that value back.
Her 10+ years clinical experience spans building a solo private practice de novo, working in private practice, for private equity and for a large managed care organization. She earned her medical degree from the Loyola University Stritch School of Medicine and completed her ophthalmology residency at the Kresge Eye Institute. She finished a glaucoma fellowship at the University of Texas Southwestern Medical Center. Dr. Barte is a published author, national speaker and former key opinion leader. Outside of medicine, she enjoys Pilates, travel, delicious food (especially when paired with wine), karaoke, and weekly dance parties to the K pop demon hunters soundtrack with her daughter.
There’s something happening in leadership right now that doesn’t quite make sense at first glance. The leaders who care the most, the ones who are deeply committed, thoughtful, and consistently present, are often the same ones who feel the most exhausted.
For a long time, ambition was easy to recognize.
It looked like upward movement. A bigger title. A larger team. More responsibility and the next step on the ladder.
If someone stepped back from that path, the assumption was often the same…they must not want it anymore.
But something is shifting. Not loudly and not in a way that makes headlines…but in the quiet decisions women leaders are making every day.
More women are not asking, “How do I move faster?” They’re asking, “Does this next step actually make sense for my life?” And that’s not a loss of ambition. That’s discernment.
For years, leadership was rewarded for speed. Quick decisions, fast pivots and rapid execution. The leader who could move first often appeared strongest. The one who could act without hesitation looked confident and decisive.
But we are entering a moment where speed is no longer the differentiator. AI can generate options faster than any leader. It can summarize, synthesize and model scenarios in seconds. It can surface patterns that once took a team weeks to uncover.
AI is quickly becoming a part of the leadership landscape, whether we like it or not.
Some companies are even signaling that AI usage is becoming part of how they evaluate readiness for leadership. In other words, AI fluency is turning into a credibility marker, not a side skill.
That can make leaders feel like they’re standing on a moving walkway. Even leaders who are competent and accomplished are asking, “Am I going to be expected to keep up with tools I didn’t ask for?”
Here’s the truth I want women leaders to hear clearly…AI can support leadership. It can speed things up, and it can summarize, draft, model scenarios and make patterns easier to see. But…it cannot do the most important part of leadership. And that’s not a motivational poster statement. It’s practical. Because leadership isn’t just information. Leadership is responsibility.
For a long time, leadership advice for women sounded like this:
Move faster. Speak up sooner. Lean in harder. Claim your seat at the table.
The underlying message was always about acceleration. If women could just move quickly enough, confidently enough, decisively enough, the path upward would open.
I was drawn to healthcare because of a very personal experience growing up. I suffered from chronic sinusitis, and by high school it was significantly affecting my daily life. I remember feeling constantly unwell and frustrated. I couldn’t sleep because my nose was blocked most of the time, and I often had difficulty breathing. It may sound like a small thing, but when you live with it every day, it affects your concentration, your energy, and your overall sense of well-being.
When I was finally referred to an ENT specialist, the treatment he prescribed brought remarkable relief. For the first time in a long while, I could breathe comfortably and sleep through the night. That experience stayed with me. It made me realize how transformative healthcare can be — not just in treating disease, but in restoring quality of life.
For most of our careers, leadership credibility was built in familiar ways.
It included of experience, judgment, relationships, the ability to read a room and the confidence to make a call when the answer wasn’t obvious. Those things sill matter deeply.
But quietly, another layer is being added to how leadership credibility is perceived.
It’s not found in job descriptions or leadership frameworks or in performance reviews…at least not yet.
For decades, leadership success was framed as a straight line. It was one role, one organization and one ladder to climb.
Stability was equated with loyalty. Focus was equated with staying in your lane. Leadership identity was often tied to a single title, a single institution and a single path forward.
But that model is quietly loosening.