Navigating Our Energy Blockers as Young Women Leaders in HE expedition
As women leading in complex environments, we often talk about “capacity” as if it were a simple mathematical equation of time and tasks. But during a recent expedition call, my colleagues and I began to peel back the layers of a much more elusive force: Energy Blockers.
Energy blockers aren’t just long to-do lists; they are the internal and external frictions that drain our vitality before we even begin our “real” work. To me, these blockers represent the “invisible tax” we pay when our leadership environment or our own internal narratives fall out of alignment. Identifying them isn’t just an exercise in venting—it is a necessary step in reclaiming our power to lead authentically.
What are Energy Blockers? Insights from the Higher Education Expedition
During our discussion, several distinct “blockers” emerged that resonated deeply with our collective experience. We realized that many of these hurdles aren’t about a lack of skill, but about the emotional and systemic weight we carry.
- The Right to Lead: A fundamental blocker is the internal struggle to believe you have the “right to be the leader”. This often leads to “denying that they’re leading at all,” which drains the Energy required to maintain and deserve that position.
- The Permission Trap: We identified that Energy is stifled when we “sit there waiting for permission to lead”. Realizing that “you have to take it because it’s you who’s leading” is a vital shift away from being “disconnected from your essence”.
- The Trust Gap: A significant drain comes from a “lack of trust in your team,” often manifesting as “always wanting to be in the front” because of a lack of confidence. When we fail to delegate, we miss out on”benefitting from the energy of others”.
- The Burden of the Unspoken: We discussed how “unspoken resentment” and “animosity” act as silent leaks in a team’s Energy tank. As Emily noted, “clear is kind”—yet the effort to address these internal self-sabotages and external biases can be exhausting.
- Spatial and Paced Exhaustion: Energy is blocked when people “don’t recognize how much space there is in the room”. Furthermore, trying to go at a “constant pace all the time” is unsustainable; part of our leadership is to “calibrate the pace of things” rather than being driven by it.
Reframing the Flow: Energy as a Spiral
Reflecting on this call, I am shifting how I view my own energy. One of the most powerful metaphors from our notes is that “Energy is like a spiral”. It is not linear, and it is not always expanding; it requires intentionality to keep it moving upward.
I am moving away from the idea that I must simply “power through” these blockers. Instead, I am learning to recognize when I am “pulling back” because of an Energy leak rather than a lack of interest. The reframe is this: Energy is a signal. When I feel my Energy dip, it is often a diagnostic tool telling me that I am waiting for permission I already have, or that I am failing to “use the room” available to me.
A Call to Women Leading Everywhere
To women leading across geographies and sectors: your Energy is your most valuable leadership asset. We often prioritise our output while ignoring the “blockers” that make that output feel like an uphill climb.
By naming these blockers—the “lack of trust,” the “waiting for permission,” and the “constant pace”—we take the first step in dismantling them. I invite you to pause and reflect: Where are you disconnecting from your essence? And what would change if you decided today that you no longer need permission to lead?
Author’s Bio
Zara Masood is a Computer Science student at the Institute of Business Administration, Karachi and an Explorer in the Women Emerging Expedition. Her academic journey in technology, combined with her interest in leadership and communication, shapes her perspective on how individuals grow and lead in evolving professional and cultural environments. Coming from a culture where expectations and traditional pathways often influence personal and professional choices, Zara has developed a strong interest in exploring how individuals can build confidence, authenticity, and independence in the paths they pursue. Through both her academic work and her engagement with the Women Emerging community, she continues to reflect on leadership as a process rooted in self-awareness, curiosity, and continuous learning. Zara’s writing focuses on the intersection of personal growth, cultural context, and leadership, highlighting the importance of developing one’s own voice while contributing thoughtfully to the communities and spaces one is part of.
