'Leaning in' with Alaska leaders.

• Position: LEADERSHIP

We asked several successful Alaskan leaders, all women, a few questions about Lean In and some of its basic concepts, as well as what advice they have for young people in business today. Here are the responses from Diane Kaplan, Rasmuson Foundation President and Chief Executive Officer; Janet Weiss, BP Exploration (Alaska) Inc. Regional President, Alaska; Karen Hagedorn, ExxonMobil Alaska Production Manager; Linda Leary, Alaska Communications Senior Vice President of Sales; and Morgan Christen, US Court of Appeals Ninth Circuit Judge.

What does "lean in" mean to you? Why do you think women need to be urged to lean in?

DIANE KAPLAN: Women want to assume their appropriate and deserved role in community leadership. Often, that means having to be assertive in terms of having her voice heard. Women, by nature, like to be liked. We are raised that way. Sometimes, behavior that is considered normal for men is viewed as pushy or aggressive in a negative way. Nevertheless, if women want to be players at the leadership/policy level, this is something they must do.

JANET WEISS: It is about taking on big challenges and growing through those experiences, enabling you to take on even bigger challenges. My first role leading a business was one of those big challenges I had to step up and step into. I had many challenges with opportunities to give up, but "doubling-down" during the challenging times was crucial to gain the experiences needed to go to the next level. We all need encouragement to step up and step in when waves of self-doubt start crashing across the mind. I've found that having some insightful, encouraging counsel around you helps you see what could be, helping you to lean in. Focusing on the goal helps you to lean in with purpose, improving your effectiveness.

KAREN HAGEDORN: I think you could say "lean in," "step up," or a number of other ways to say the same thing. I see this as meaning women need to take responsibility and take action to meet our career goals--go well beyond our comfort zone and do not wait for opportunity to come to us. For many of us, this style is not how we were raised, so we need to be reminded.

LINDA LEARY: "Lean in," to me, means that you participate, engage, and add value. I think at times women are contemplative and take time to be thoughtful in their responses and that gets misread as not contributing. Women have equal opportunities to contribute and make their viewpoints heard.

Sandberg writes about the "imposter syndrome" and feeling like a fraud, fearing discovery with each success. Have you felt this way? If so, how have you overcome it?

DIANE KAPLAN: One night I had a dinner at my home with friends and colleagues--all Alaskans or temporary Alaskans. I realized that, sitting at my table were a MacArthur Genius, a Pulitzer Prize winner, and a Nobel Laureate. Of course, I thought, "Holy cow! What am I doing at this table?" I've won awards and kept it secret because I wonder if I'm really deserving. I think that's normal and okay.

JANET WEISS: Leadership is not about doing everything yourself; it is about bringing the right team together to accomplish the strategic goal. I've found that those "imposter feelings" dissolve when you pull your team around you to collectively solve that big challenge. Take a chance, get in there, and yes, lean in. Step up, step in, and don't beat yourself up when things don't go right. Your little voice is the biggest limiter, and it is okay to make a mistake. Step up and step in and learn from those mistakes. I think that with the right team and the right dream, you can really make an impact.

KAREN HAGEDORN: 1 can't say I have felt what Sandberg describes specifically as an "imposter." But, sometimes I see successes or recognition as more of a pleasant surprise as opposed to the entitlement that others (often men) may consider them. However, I think this question points to a well-established truth--men are often judged on potential, women on performance. We need to be careful not to judge ourselves that way. If we are in a role that is perhaps a bit of a stretch for us, we need to look not at our CURRENT ability to do the job, but at our POTENTIAL to do it. Then you just figure out what you need to do to close skill gaps or to gain confidence and go do it. In the meantime, surround yourself with people you trust to cover for whatever you perceive as your gaps.

LINDA LEARY: Perhaps people feel that way when they are in a new role or situation that they are unsure of or is unfamiliar. I think that confidence in your abilities helps you overcome that feeling, and often you really know so much more than you give yourself credit for.

MORGAN CHRISTEN: When I was a child, I remember thinking that there was a certain age when I would reach adulthood and have everything figured out, probably because my parents seemed to know everything. But I realized a long time ago that there is no point at which any of us have all the answers. When I hear people talking about the "imposter syndrome," I am a little puzzled. It seems to me we are all in the same boat: no one can reasonably...