“Ingrid Says” – Take Control of What You’re Famous For

Great leaders know how to say the right things and deliver the right messages. A large part of my coaching practice is dedicated to helping clients use language that’s more impactful and direct—essentially, creating an “economy of words.” This approach is at the heart of why I wrote Ingrid Says.

When I begin working with a client, one of the first questions I ask is, “What are you famous for?” It’s a question that usually prompts a blank stare, then a thoughtful pause, and often a raised finger as they search for an answer—only to come up empty.

So, I try again. “What do your co-workers, team members, or peers consistently say about you around here?” That usually opens the floodgates. Clients begin listing words or phrases—some they embrace, others they resist.

Next, we sort through these perceptions:

• Which of these are true and resonate with you?

• Which do you disagree with or know are simply not accurate?

This exercise reveals whether there’s a gap between how they’re perceived and who they truly are. I often remind clients there’s a natural delay between reality and perception. If perceptions are outdated or off the mark, we have meaningful work to do.

Perception is shaped by what people see and what they hear. So if you want others to perceive you differently, you need a new way of walking (what they see) and a new way of talking (what they hear).

My first challenge as your coach is simple yet profound: “Let’s take control of what you’re famous for.”

How will you develop that new way of walking and talking?

This question often leads to months of meaningful work—360-degree feedback, stakeholder conversations, targeted action plans, executive presence coaching, moments of struggle, reflection, and growth.

The ultimate goal? Congruence. So that what people see truly matches who you are—delivering what they need and what you want to be known for.