From Fear to Fulfillment: Tamra Ryan’s Path to Courageous Leadership

Over two decades of transformative leadership, Tamra has helped thousands of women move from crisis to stability while guiding her organization through major growth and cultural evolution. Now, as she prepares to step away from her role, Tamra shares her wishes for the future.

“As the CEO and the leader of this organization, I think a lot about wanting to make sure that our services are so effective and far reaching that each woman who comes to us is the last in her family to need us,” she says. “Because if we don't think about it that way, then in 20 years we'll be serving the daughters of the women we serve today. And I don't think that should be okay with us.”

The Tailspin:

When Tamra Ryan stepped into the CEO role at the Women’s Bean Project in 2003, she faced more uncertainty than she could have anticipated. The organization was in a fragile state, with systems broken down, no clear definition of success, and no guarantee of survival. 

Despite her background in science, tech, and sales, nothing fully prepared her for the complexity of what lay ahead—or for the weight of leadership decisions that had to be made quickly and decisively. But Tamra quickly realized that no matter how sound her strategy might be, it wouldn’t matter if she was walking the path alone.

Leadership, she discovered, is less about solo decisions and more about shared direction. “Your job is to bring people along with you,” she says.

In the early days, she admits that she sometimes moved too fast, pushing through decisions out of necessity but without enough buy-in. Over time, she came to understand that leading change meant balancing urgency with inclusion. “I think a lot of times a follower would not have any faith that their leader would do something that is challenging,” she shares.

There was also a deeper, internal reckoning happening: one about courage, fear, and the temptation to play it safe. 

Tamra found herself constantly evaluating her decisions against one defining question: was she shrinking back because of fear? “If fear is the only reason that I'm pulling back or I'm not doing it, that's not good enough.” The work she was doing demanded not just technical skills, but an emotional clarity and boldness that required her to confront doubt and lead anyway.

The Work:

Under Tamra’s leadership, the Women’s Bean Project grew from a $300,000 organization to one generating over $3.5 million in revenue. But beyond the numbers was a deeper transformation — a shift in how the organization defined success, clarified its mission, and centered its work around measurable impact.

As she evolved in her role, Tamra began to understand that being a leader meant not only managing an operation but also creating a compelling vision for others to believe in. 

“I should be looking at what's happening in the environment, where things are going, what's happening with the women we serve, what's happening within the organization, and be able to coalesce all of those things into a vision that makes sense for where our organization should go next.”

This realization became a cornerstone of her leadership philosophy and inspired her second book, Followship: 16 Lessons to Become a Leader Worth Following, which explores how leaders must earn the trust and commitment of those they lead. 

In Followship, Tamra challenges traditional notions of leadership, emphasizing the need for emotional intelligence, integrity, and humility. She points out the unhealthy pedestal culture that often surrounds leaders, one that sets them up to either be worshipped or torn down. 

“We have a tendency to put leaders on pedestals. And we've all watched leaders who have not only been placed on that pedestal, but then exploit that pedestal.” True leadership, she argues, is less about being the hero and more about building systems of support, accountability, and shared purpose.

“It's not about me,” she says. “And the moment I begin to think it's about me, we're all in trouble.”

The Tailwind:

Now preparing to transition out of her CEO role, Tamra reflects on the future with a strong sense of clarity and conviction. Rather than clinging to titles or legacy, she’s embracing what she calls a “cobbled-together” life—one made up of speaking engagements, mentoring, strategic fellowships, and purposeful variety. “I'm going to be a cobbler,” she jokes. “I'm going to cobble things together. I'm really excited about this idea of doing a bunch of different things.”

Though her time at the helm of the Women’s Bean Project is coming to a close, Tamra is far from finished. Her commitment to leadership, growth, and courageous action remains unwavering. 

What guides her now is a deeply rooted promise she’s made to herself—one that centers not on titles or outcomes, but on courage. “What I'd love to be in a position to do is look back on my life and say there in all my park bench analysis, there was never a time when I didn't do something because I was afraid.”

Tamra’s story is a masterclass in vision-driven leadership—anchored in service, strengthened by vulnerability, and propelled by the courage to keep going, even when the road ahead is unclear.

Tamra Ryan’s journey from tailspin to tailwind offers an honest, powerful example of what it means to lead with integrity, resilience, and purpose. Whether she’s guiding an organization through transformation or pushing past her own fears, Tamra’s story reminds us that the truest measure of leadership is not how high you climb, but how deeply you care—and how bravely you move forward.

To hear more about Tamra’s work, her thoughts on leadership, and her plans for what’s next, tune in to the full episode of re:Purpose with Buddy Teaster.