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Author Your Leadership

Complex times require courageous, connected and compassionate leaders who know how to manage themselves while being mindful of the impact they have on others and the system they are in.

There is a growing body of evidence that even the most senior leaders share a number of fears which undermine their confidence and effectiveness.

A recent survey of senior leaders published in the Harvard Business Review discovered their biggest fear is being found to be incompetent, sometimes described as “impostor syndrome.” The next most common fears, in descending order, are underachieving, appearing too vulnerable, being politically attacked by colleagues and appearing foolish.

The study also found that these five top fears resulted in the following dysfunctional behaviours: a lack of honest conversations, too much political game playing, silo thinking, lack of ownership and tolerating bad behaviours.

This program helps leaders overcome these fears, paving the way for new, more effective behaviours.

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