The Power of Brave Talk Bold Outcomes - A Success Story. Woo Hoo!!
Oct 29
3 min read
I’m deeply proud and genuinely excited to share with you my new book Brave Talk Bold Outcomes.
After two decades of working with executives, leaders and teams, I have seen just how common it is for difficult conversations to be avoided, mishandled, or delayed because leaders simply do not know how to navigate them well.
The research backs this up. A UK study found that only 36% of employees who experienced conflict at work in the past year felt it had been resolved. 30% reported that the conflict was only partially resolved and 34% said it had not been resolved at all. (CIPD, 2024)
Sadly this problem is not going away.
This challenge is widespread across organisations, and in many ways, is only intensifying. Workplace change, rising demands, uncertainty, and pressure are creating even more tension, complexity, and emotionally charged situations.
This book was written from a place of deep belief and genuine care because I know we can do better, and I really believe workplaces will become stronger & more successful when more leaders can handle these conversations with clarity, compassion, and confidence.
So if you’re a leader in an organisation (at any level) and feel challenged by having difficult conversations, I’d like to invite you to imagine the following. Ready?
Close your eyes and picture this:
You no longer feel anxious about having a difficult conversation.
You say what matters which strengthens the relationship instead of eroding it.
You feel confident to address conflict without it blowing up in your face.
You have the tools and skills to navigate sensitive conversations that lead to a better understanding.
You have more time and energy in your day.
Your self-doubt and mental chatter are quieter than they used to be and
You feel proud that your team are aligned and working collaboratively.
Now open your eyes. How did that feel?
That is my Brave Talk promise to you.
A success story
A client of mine is a senior leader in a retail organisation. She leads a team focused on customer care, operations and supply chain. Recently she needed to have a tough conversation with a direct report, the warehouse supervisor. The supervisor is a reliable, friendly and overall a hard-working employee, the kind of person that rolls up their sleeves and gets shit done. Plus, the leader and the supervisor have a good working relationship. However, over the past 12 months the supervisor has been struggling to lead their team effectively. They feel uncomfortable giving feedback and therefore avoid it, they have been known to be unclear about expectations and they struggle to hold employees to account. All essential parts of effective leadership.
As the business continues to grow, the senior leader must be able to rely on their supervisor to manage their staff appropriately without being dragged into ever minor issue. The senior leader needed to make choice:
give the supervisor the feedback and support them to improve or
restructure the team and move them on.
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