Sep 16, 2026 · 56 min · 11 segments
Send us Fan Mail Your brain is doing you a favour and it might be quietly wrecking your confidence at the same time. I’m joined by Jen Brown, a…
Jen BrownGuest
John M. WalshHost
And full disclosure, I didn't have this framework of understanding of all of these struggles when I was leading within the State Department.

I knew that as a leader, I felt kind of alone at the top when I was leading teams and that I was supposed to have all these answers.

And through getting a leadership coach and then opening my eyes to doing my own work, I started growing in different ways.

And that's where I really learned the autopilot and inner critic, the saboteurs that trigger us.

And so when I started diving into autopilot, I thought, wow, how often is autopilot showing up in my leadership? Because I'm just going straight into, I need to answer, I need to find the answers to the challenges.

And, you know, by realizing in that autopilot mode, I was capping my team in a way where they weren't growing and I was burning out.

I think what you uncovered is this autopilot thought that, and it's for protection.

You said that earlier, I think, didn't you? It's all about protecting our capacity in terms of what we've got to deal with, all the data, we can handle it better.

which is amazing isn't it he talks about this you know the reason that we maybe drive to work and we're on autopilot he doesn't i don't think he says the word you've used but he talks about that is because if we think about every decision should i indicate now should i break now it would drive us mad so we get so consciously competent and that the only time we ever break out of it i call it like a trance the only time we break our trances when something unusual happens in front of us like brake lights come on when you don't expect them

And I use this example of when I was first leading one larger team and I was on autopilot thinking, okay, I have to solve this and this is just, you know, how I'm showing up.

And full disclosure, I didn't have this framework of understanding of all of these struggles when I was leading within the State Department.

I knew that as a leader, I felt kind of alone at the top when I was leading teams and that I was supposed to have all these answers.

And through getting a leadership coach and then opening my eyes to doing my own work, I started growing in different ways.

And that's where I really learned the autopilot and inner critic, the saboteurs that trigger us.

And so when I started diving into autopilot, I thought, wow, how often is autopilot showing up in my leadership? Because I'm just going straight into, I need to answer, I need to find the answers to the challenges.

And, you know, by realizing in that autopilot mode, I was capping my team in a way where they weren't growing and I was burning out.

I think what you uncovered is this autopilot thought that, and it's for protection.

You said that earlier, I think, didn't you? It's all about protecting our capacity in terms of what we've got to deal with, all the data, we can handle it better.

which is amazing isn't it he talks about this you know the reason that we maybe drive to work and we're on autopilot he doesn't i don't think he says the word you've used but he talks about that is because if we think about every decision should i indicate now should i break now it would drive us mad so we get so consciously competent and that the only time we ever break out of it i call it like a trance the only time we break our trances when something unusual happens in front of us like brake lights come on when you don't expect them

And I use this example of when I was first leading one larger team and I was on autopilot thinking, okay, I have to solve this and this is just, you know, how I'm showing up.
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