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Take a development approach to the conversation, share feedback and co-create the next steps. Pause, practice mindful breathing and go back into the conversation with your executive brain at work Ask questions, cultivate a two-way conversation.

People often inquire into your back story, and I do prefer keeping that conversation for more intimate I courageously put my hat in the ring for a leadership role I had no experience or qualifications for being strategic and operational in the early phases 👉 Lean into to discomfort and have those difficult conversations

Akin a tug-of-war on steroids, the friction between courage and fear turned to internal turmoil. Still filled with doubt, I let courage take the wheel.

with leaders, as well as ourselves, often centre's on strategies to effectively navigate challenging conversations in, I've noticed, and experienced, that internal compass sometimes steering us away from difficult conversations , while at other times urging us to courageously lean in. When challenging conversations are easy, I've observed a powerful combination of factors at work.   When hard conversations become exponentially more difficult, I witness, and experience disconnection,

In technically led sectors where leaders are promoted for their technical IQ, conversations were consumed Stepping up was on the agenda for every leader Entrepreneurs had a wide range of priorities and concerns Courageous conversations, leading authentically and giving and receiving feedback stemmed off of the Reach out if you’d like us to hold space for you for any of the above concerns.

They need to have courageous conversations addressing under performance, respecting there is a human at the centre of that conversation.

I had a conversation with someone recently who suggested leaders are born. lead from the front often seen in amongst the trenches as I like to call it, and so they're called courageous They ask for support and are not afraid of publicly doing so, because their no 1 concern is their people They choose when to be steadfast and stoic, and when to show concern, empathy and grief. the importance of Purpose, People, Trust, Communication, Fairness and Equity in building resilience, courage

It’s the team conversations that shape and give context to the scores and overall data. The richness and real transformation will always come from having the team conversations and following It does require an open mind, and it’s the leaders that are prepared to be courageous, show a little

and collaborative mode, less focused on inputs and KPIs which was my autopilot, and an unproductive conversation PeopleQ co-authors Curated Conversations, a safe and courageous space for leaders to explore the capabilities

And that in itself is a display of courage, optimism, a leader and team that show up. result trust is elevated and teams feel more confident to speak up, share thoughts and ideas, express concerns

I love a courageous leader who wants to involve mostly rater's with a less favourable view of their style

myself to the point of spiralling and feeling like all hope was lost, and maybe I would have found the courage