Name: Monica Watt

Title: Chief Motivation Officer

Organisation: Incredible Buzz Pty Ltd.

Monica Watt is a no-nonsense coaching consultant helping women and business leaders elevate their leadership, confidence, and influence. With over 20 years of experience in corporate HR, executive leadership, and the Australian Army Cadets, Monica combines her lived experience, resilience, and hard-earned wisdom to guide leaders toward clarity, confidence, and success.

Known for her candid approach and passion for empowerment, she supports ambitious leaders to break free from self-doubt, amplify their voices, and create the life they deserve. When she’s not coaching, Monica loves spending time with her husband, Bruce, her two bunnies, Flossy and Minky, and dancing through life with authenticity and purpose. 🐝

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Monica's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust as a leader isn’t about wearing the title or delivering fancy speeches, it’s about showing up consistently and authentically, day in and day out.

Here’s what works for me:

Walk your talk: If I say it, I mean it, and I do it. Promises aren't just words; they’re commitments. Integrity is everything. People can spot a leader who’s all fluff a mile away.

Own your stuff: Mistakes happen, I’ve made plenty. The key is to admit it, learn, and move forward. Nothing builds trust faster than saying, “Yep, that’s on me,” and then fixing it. It shows you’re human and accountable.

Be real: People trust people, not titles. I share my story, the messy bits and all. Vulnerability isn’t weakness; it’s a connection. When people see the person behind the role, they lean in.

Listen first, speak second: Employees, customers, and stakeholders all want to feel heard. I make it a rule to ask more than I tell, listen more than I speak, and act on what I hear. It’s not rocket science, people trust those who genuinely listen.

Consistency is key: Whether you’re chatting with the CEO or the intern, be the same person. No hidden agendas, no backroom deals. Trust thrives on predictability.

Celebrate wins - theirs, not yours: Trust grows when people know you’re invested in their success. Highlight their contributions, cheer their progress, and make it about them, not you.

In a nutshell, trust is built in the moments when no one’s watching. It’s about showing up with integrity, leading with heart, and proving through action that people matter. Anyone can do it, you just have to mean it.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision and mission aren’t just corporate buzzwords, they’re your North Star and your roadmap. They’re what keep you focused when the world throws chaos your way. To me, they’re the difference between just running a business and building something that actually matters.

VISION Vision is the dream, where you’re going and why it matters. It’s the bigger picture that keeps you and your team motivated. Think of it as the “why the hell are we doing this?” It should make you a little nervous and a lot inspired. A strong vision isn’t about today; it’s about the impact you want to leave behind.

In action: Your vision guides decision-making. When faced with tough calls, I ask, “Does this align with the bigger picture?” If it doesn’t, it’s a no. It’s the magnet for talent. People want to be part of something that’s going somewhere. A clear vision gets the right people on board.

MISSION Mission is the “how.” It’s the daily hustle, the actions and values that bring your vision to life. If vision is the dream, mission is the plan to get there. It’s practical, grounded, and action-focused.

In action: Your mission shapes your culture. It’s not just what you do, but how you do it, with integrity, kindness, innovation, or whatever values you live by. It keeps the team on track. If your mission is clear, people know how to prioritise and contribute meaningfully.

Real-world business looks like this: Clarity over fluff: Your vision and mission should be simple enough for anyone on the team to repeat without checking the website. Every meeting ties back: Start discussions with, “How does this support our mission?” It’s a game-changer for focus and alignment.

Celebrate aligned success: Recognise wins that embody your mission. It reinforces what matters and keeps the momentum alive.

Flex with intention: The world changes, so should your mission. But the vision? That’s your anchor.

Ultimately, vision and mission turn a business into a movement. When done right, they energise people, attract customers, and keep you grounded in what you’re building, even on the messy days.

3. How can a leader empower the people they're leading?

Empowering people is where the real magic happens in leadership. I wish more leaders would get this because it’s not about holding power, it’s about sharing it. Empowered people take ownership, innovate, and bring their best, not because they have to, but because they want to.

To truly empower people:

Trust them and let go of the reins: Nothing kills empowerment faster than micromanagement. Give people the tools, the clarity, and the space to do their job. Then get out of their way. It’s amazing what people can achieve when you show you trust them. Be the guide, not the hero: Leaders who think they need all the answers just create dependency. Instead, ask questions like, “What do you think?” or “How would you tackle this?” Help them discover their own brilliance.

Celebrate their wins: Big or small, every achievement matters. Recognise effort, not just outcomes. People who feel valued will move mountains.

Share the ‘why’ behind the work: Empowerment grows when people understand how their role fits into the bigger picture. Tell them why their work matters and how it contributes to the team or company vision.

Be okay with mistakes: Encourage them to try, fail, and learn. Empowerment isn’t about being perfect; it’s about growing confidence and capability. Have their back, even when they mess up.

Invest in their growth: Give them opportunities to stretch, whether it’s new skills, challenging projects, or leadership roles. Show them you see their potential, even when they don’t.

Be human, not untouchable: Share your own challenges, failures, and lessons. When leaders are real, it makes it okay for their people to be real too. That’s where trust and empowerment thrive.

Empowerment is contagious. It starts with one person stepping up and saying, “I believe in you, now go smash it.” That’s how you build teams that own their power and transform your business. Honestly, the world needs more of this. Imagine what we could achieve.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve had some incredible mentors over the years, but one in particular stands out, let’s call him James. He wasn’t the kind of mentor who’d sit you down for a pep talk. He was more of a watch-and-learn type, with a knack for teaching you without even trying.

James was my boss during a particularly chaotic time in my career. I’d been thrown into a senior role in an industry I had limited experience in, leading a team who weren’t exactly thrilled with a “newbie” taking the lead. I was struggling with impostor syndrome and felt like I was walking on eggshells every day.

One day, after a particularly heated meeting where I felt completely out of my depth, James pulled me aside. I expected a critique, maybe even a “you need to get it together” talk. Instead, he simply said, “You know you belong in that room, right? The fact that they’re pushing back means they know it too. Lean into it.”

That one sentence changed everything for me. James didn’t hand me solutions or sugarcoat things. He called it as he saw it, that the resistance I was facing wasn’t about me, but about the change I was leading. It wasn’t personal; it was a sign that I was doing something meaningful.

From that day on, I started practicing owning my space. I stopped second-guessing myself and began focusing on the work, not the noise. Not always easy, I must admit, yet with practice it got much easier. James's belief in me became the foundation for my own belief in myself and that of others. He taught me that leadership isn’t about knowing everything, it’s about showing up, taking the hits, and staying the course.

Years later, I still carry that lesson with me, and I pass it on to the people I lead and coach. Leadership isn’t about perfection; it’s about courage, resilience, and knowing you’ve got what it takes, even when others doubt it. James saw that in me before I saw it in myself, and for that, I’ll always be grateful.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Leadership is absolutely about what you don’t do – it’s knowing when to step back, what to ignore, and where not to waste your energy. Focus is everything, and in a world full of shiny distractions, it’s the difference between being effective and just being busy.

I don’t say yes to everything: People-pleasing is a trap, and this is something I challenge myself with constantly. I’ve learned to prioritise what aligns with my values, goals, and the bigger picture. If it’s not a hell yes, it’s a no.

I don’t micromanage: Delegation is my best friend. Empowering others not only keeps me focused on the big picture, but it also builds trust and capability within the team. Plus, who has time to hover?

I don’t chase perfection: It’s easy to get caught up in tweaking and overthinking. I focus on progress over perfection because done is always better than perfect.

I don’t react to every problem: Not every fire needs putting out by me. I pause, assess, and let my team handle things they’re equipped for. Leadership isn’t about being the fixer; it’s about building others up to solve issues.

I don’t let my calendar run me: Back-to-back meetings? No thanks, been there, done that, and hit burnout. I block time for strategic thinking, reflection, and those moments where I need to step away to see the bigger picture.

I don’t lose sight of my why: Every decision I make ties back to my purpose. Staying clear on my mission keeps me from getting distracted by the noise.

Maintaining focus as a leader isn’t about doing more; it’s about doing less, but doing it well. It’s about having the discipline to let go of what doesn’t serve you or your vision. And honestly, the best leaders I know are the ones who know exactly when to step aside and trust the process.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning is my secret weapon, but I like to keep it flexible because life loves to throw curveballs. It’s less about rigid schedules and more about creating a roadmap that allows for detours without losing sight of the destination.

Weekly: Set priorities, not tasks: I start every Sunday night by asking, What are the three big things I need to nail this week? These become my focus, and everything else is secondary. Block time for deep work: I schedule focused blocks for key projects and leave room for flexibility because let’s face it, surprises happen, and simply, I am human and can get bored. Reflect and adjust daily: Each evening, I check what’s working and what’s not. If something’s off track, I course-correct on the spot.

Monthly: Review the big goals: I map out what needs to be accomplished by the end of the month and break it into actionable steps.

Assess my progress: I use a Bragalogue taken from Peggy Klaus' book, Brag, the Art of Tooting Your Horn Without Blowing it. This reminds me of my wins, which are so important when it feels like I am not achieving as quickly as I would like. I take stock of wins and challenges. What’s moving the needle? What’s holding me back? This keeps me aligned with the bigger picture.

Plan for growth: I identify one area to stretch, whether it’s a new skill, a bold project, or a team initiative. Growth doesn’t just happen; you have to plan for it.

Yearly: Start with the vision: I set an overarching goal, where do I want to be by year’s end? This becomes my compass.

Break it down: I split the year into quarterly milestones, focusing on manageable chunks. It’s less daunting and keeps me motivated.

Stay flexible: I build in buffer time for the unexpected because life happens and nothing goes 100% to plan.

The magic lies in revisiting and adjusting. Plans aren’t set-and-forget; they’re living, breathing guides. The key is to stay intentional, prioritise what truly matters, and adapt without losing sight of my bigger vision. Planning is my ally, but flexibility? That’s my superpower.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegating isn’t about dumping tasks; it’s about trust, clarity, and letting go of the illusion that you need to do everything yourself. It’s hard at first, but once you get it, delegation becomes your best leadership tool.

Here’s what I’d say to a young leader struggling with it: Get clear on the ‘why’ behind delegation: Delegating isn’t about lightening your load; it’s about building your team’s skills and creating space for you to focus on what matters. When your team grows, so does your impact.

Stop aiming for perfection: No one will do it exactly like you, and that’s okay. Let them bring their own style and strengths to the task. Focus on the result, not micromanaging the process.

Know what to delegate: Start with tasks that are routine or outside your expertise. Keep the strategic stuff that only you can do. Delegation is about freeing up your time for high-impact work.

Be crystal clear: Ambiguity is a delegation killer. When you hand something off, explain the purpose, expectations, and deadlines. Clarity empowers people to succeed.

Check in, but don’t hover: Set milestones or check-ins to track progress, but resist the urge to micromanage. Trust that they’ll figure it out and be there to guide if they hit a wall.

Create a feedback loop: After the task is done, talk about what worked and what didn’t. Celebrate their wins and use mistakes as learning moments. It’s about growth, not perfection.

And remember this: Delegation feels like a risk because it is. But it’s also a vote of confidence in your team. When you delegate, you’re saying, I trust you to do this. That trust builds loyalty, accountability, and growth for them and for you.

The best leaders don’t do it all; they empower others to shine. So take a breath, let go, and watch what happens when you give your people the chance to step up. You’ve got this.