Vanessa Leishman – Chief Risk Officer at AA Insurance

How do you define effective leadership, and how has your definition evolved over time?

My perspective on leadership has evolved a lot over time. Early in my career, I was focused on proving myself – delivering results, building credibility, and trying to be the smartest person in the room. It was all about my own performance.

Now, I define effective leadership in terms of how I show up for others and what outcomes that drive. I think there are two key attributes: being inspirational and being relatable. Being inspirational means inspiring people to be their best, both in terms of the work they deliver but also the goals they set for themselves. Being relatable is about approachability and vulnerability, and bringing all of yourself. If you appear too perfect or too aloof, people might feel intimidated or unable to see an aspirational path for themselves. Great leaders create an environment where people feel safe to connect and to share their goals, challenges, and vulnerabilities.

The best leaders I’ve seen balance care with courage. They genuinely invest in their teams while making tough decisions with empathy and compassion. They lift others up and create a culture where people can thrive and grow.

Effective leadership is also about knowing when to step in and when to step back. Micromanaging kills morale, so giving people space to figure things out is critical. At the same time, leaders need the intuition to dive into details when necessary – addressing issues quickly, then stepping back to focus on the bigger picture.

Finally, good leadership is about prioritisation. You need to identify what matters most and help your team focus their energy there. Excellence isn’t possible everywhere, so clear expectations are key. This also helps you ask the right questions – because at senior levels, every question can create a ripple effect of work and activity.

How do you balance maintaining authority while fostering collaboration and inclusivity?

Balancing authority with collaboration and inclusivity starts with accountability. Once clarity is established within the team about goals and expectations, everyone knows what they’re working towards. People who have worked with me for a long time often joke about the specific words and phrases I use when things get intense. It’s something I do almost subconsciously, but when the team hears those words, they know it’s crunch time.

As a leader, it’s crucial to remember that while authority is important, failure should never feel unsafe. Accountability and KPIs are essential because they provide clear indicators of what’s on track, what’s falling short, and what needs to be done to get back on course. This helps create an environment where everyone is held to high standards but without fear of making mistakes, allowing for both collaboration and trust.

What challenging obstacles have you faced in your career?

Imposter syndrome has been a significant challenge for me. I think many women, myself included, often struggle with the perfectionist mindset of feeling “not enough,” which can hold us back.
I’ve had to actively work on reframing my thinking—context matters. The person you are today is the result of all your past experiences, and that’s enough for the moment. Feeling like you’re not enough is invalid because you can’t be more than who you are right now.

The same goes for feedback. I’ve had experiences where, after delivering a big presentation, I thought, “I didn’t do enough. I couldn’t answer their questions. I don’t know my stuff.” That’s when I realised I had a fixed mindset about feedback – thinking that if it wasn’t perfect the first time, I had failed.

But feedback isn’t about perfection. It’s an opportunity to learn, improve, and grow.

It’s easy to think, “If only I had done more, prepared better, learned more,” but the truth is, you can’t go back in time. Beating yourself up over what you didn’t do isn’t helpful or accurate. Instead, use failure and feedback as tools for self-reflection and growth.

It’s about accepting who you are in the present moment and understanding that you can’t be more than you are – because you are enough.

How do you avoid burnout?

For me, balance is key. I always prioritise exercise – I run or go to the gym almost every day, and on rest days I take an hour-long walk.

Spending time in nature is also essential. One of my favourite quotes is, “Look, look deep into nature, and you will understand everything.” Time outdoors is incredibly restorative. When you live in a big city, it’s easy to forget this, but simply stepping outside and feeling the texture of a tree or the sand beneath your feet lifts your mood and boosts your mental health.
I also prioritise getting home for dinner. My non-negotiable is being home by 6pm every evening to sit down as a family around the table and talk about our day while we eat. I fiercely protect that family time. In a busy and stressful role, there are always deadlines and never-ending tasks, but spending time with family and friends to laugh and slowdown is just as important.
Finally, I make a point of practising, “You are enough.”

How do you stay motivated and continually strive for improvement in your career?

I think it’s important to recognise that there is a difference between being enough for today and being ambitious for where you want to be tomorrow. These are two separate concepts. How you show up today is shaped by the context and history that got you here – you can’t be more today than you currently are.

However, being ambitious about the future involves setting clear strategies and goals to get to where you want to be. For a long time, I’ve been very clear that my goal is to become a Chief Risk Officer. I’ve shared this goal openly with those around me, which adds a layer of accountability. I’ve worked towards this goal by carefully selecting the roles I take on, identifying the skills I need to build, and focusing on both my enterprise leadership and technical skills.

This process has required me to accept that I am enough for today while reframing feedback as a tool to help me set goals and move forward to achieve my future ambitions.

What advice would you give your younger self when you were just starting out?

Don’t be too hard on yourself. The “if I just did this” or “if I were just better” mindset will never lead to happiness. Striving for perfection can leave you constantly dissatisfied.