Unfortunately, a pattern of delaying or avoiding a conflict at the leadership level then becomes the culture for the rest of the organization. Disagreements are part of a vibrant of organization. If they are addressed with curiosity, collaboration and respect, they can even make the organization stronger!
Dropping this one like it’s hot…because it is. 🔥
It’s not the disagreement.
It’s the delay.
A lot of leaders have an avoidance problem.
And it’s costing them.
In my latest HOT Perspectives conversation with Frank Zaid, and trusted advisor in high-stakes disputes, we got real about what actually breaks businesses:
The conversations that should’ve happened months ago.
The misalignment no one names.
The “we’ll deal with it later” that turns into brand risk.
👉🏾 Avoiding conflict doesn’t protect your culture
👉🏾 It doesn’t preserve relationships
👉🏾 It just makes the fallout louder
The brands that win don’t avoid hard conversations.
They know how to have them.
🎙️ The full episode is live.
🔗 Link in comments.
#HOTPerspectives#FranchiseLeadership#ConflictResolution#DifficultConversations
Exactly this Catherine Bédard, MBA! 👏🏾
Avoidance at the top doesn’t stay contained…it cascades. And before you know it, “we don’t deal with things here” becomes the culture.
Disagreement isn’t the problem.
Lack of skill (and courage) to navigate it is.
Thank you for tuning into the conversation! 🔥
Dropping this one like it’s hot…because it is. 🔥
It’s not the disagreement.
It’s the delay.
A lot of leaders have an avoidance problem.
And it’s costing them.
In my latest HOT Perspectives conversation with Frank Zaid, and trusted advisor in high-stakes disputes, we got real about what actually breaks businesses:
The conversations that should’ve happened months ago.
The misalignment no one names.
The “we’ll deal with it later” that turns into brand risk.
👉🏾 Avoiding conflict doesn’t protect your culture
👉🏾 It doesn’t preserve relationships
👉🏾 It just makes the fallout louder
The brands that win don’t avoid hard conversations.
They know how to have them.
🎙️ The full episode is live.
🔗 Link in comments.
#HOTPerspectives#FranchiseLeadership#ConflictResolution#DifficultConversations
In this episode of Ask Arwen Anything, Chamberlain Managing Director Arwen Evans joins Christopher Rizzo, Head of Digital and Social Strategy, to discuss what principles she returns to when the pressure is on, and how they shape not only the decisions she makes, but how she shows up as a leader.
She explains that she prides herself on being unflappable, maintaining a calm and steady presence even when situations feel intense. A big part of that is giving both herself and her team grace. Instead of staying in a heightened state of pressure, the focus is on creating space to reset, step back, and move toward a more grounded, calm way of thinking.
From there, better decisions follow. Leading with composure and empathy helps ensure that even in difficult moments, the team can move forward with clarity and confidence.
As Arwen shares, how you show up under pressure sets the tone for everything that follows.
#HeartOfHealth#ChamberlainHealthcarePR
When something in your IT environment fails, you don’t just deal with a technical issue, you deal with lost control, confusion, and disruption to your business.
In this latest #reddshort, REDD's CEO, Bryan Rogers and COO, Chris Herbert, urge you to reconsider your views on failure. They highlight the need to reevaluate accountability within your organisation, as chaos can easily ensue when several individuals attempt to address the same issue.
You’ll also explore the importance of predictive analysis. If you wait for a failure to occur before responding, you are already behind the curve. Real change happens when you start to identify early warning signs and take proactive measures before issues escalate.
Consider this simple yet powerful question: Are you addressing problems as they come up, or are you developing the insight and foresight to prevent them from occurring in the first place?
You can listen to the full episode here
https://lnkd.in/gy7YYdad#ITLeadership#CyberResilience#ProactiveIT
The recent episode on conflicts of interest with Steven Bowman FAICD was very well received. It is worth reflecting on and comparing the episode on the same topic with Heather Roy one year ago.
Boards often fail when they do not understand conflicts of interest.
One year ago on #GovernanceBites #96: conflicts of interest, with Heather Roy.
A conflict is more than just being influenced by an outside role. It is any overlap between your different interests. If you sit on more than one board, you likely have one.
Transparency is your best tool. Maintain a clear interests register. List your shares, your jobs, and even your volunteer work. When an overlap appears, tell your Chair right away.
The board then decides how to manage the risk. They might ask you to stay silent or leave the room during a vote. This process protects the organisation and your own name.
A perceived conflict can hurt a group as much as a real one. Do not let a poor process put your reputation at risk.
Watch Heather Roy explain how to navigate these boardroom challenges in the full video. Links to the episode are in the comments below.
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo, #governancebites, #boardroom, #director, #conflictofinterest
The recent episode on conflicts of interest with Steven Bowman FAICD was very well received. It is worth reflecting on and comparing the episode on the same topic with Heather Roy one year ago.
Boards often fail when they do not understand conflicts of interest.
One year ago on #GovernanceBites #96: conflicts of interest, with Heather Roy.
A conflict is more than just being influenced by an outside role. It is any overlap between your different interests. If you sit on more than one board, you likely have one.
Transparency is your best tool. Maintain a clear interests register. List your shares, your jobs, and even your volunteer work. When an overlap appears, tell your Chair right away.
The board then decides how to manage the risk. They might ask you to stay silent or leave the room during a vote. This process protects the organisation and your own name.
A perceived conflict can hurt a group as much as a real one. Do not let a poor process put your reputation at risk.
Watch Heather Roy explain how to navigate these boardroom challenges in the full video. Links to the episode are in the comments below.
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo, #governancebites, #boardroom, #director, #conflictofinterest
We just released a new episode of 4-Star Conversations featuring Chief John P. Miller of the Winters Police Department.
John shares a candid look at a career that didn’t follow a straight line — from promotions and setbacks, to returning to patrol later in his career, and ultimately leading as Chief. Throughout the conversation, one message stands out clearly: rank doesn’t define who you are. It’s just the job you do.
We also talk about leading through uncertainty, lessons from the Vallejo bankruptcy, wellness, the impact this profession has on families, and why preparing the next generation of leaders matters more than ever.
🎙️ Listen here: https://lnkd.in/gMPbhmnk
The most important business you will ever manage doesn’t have a headquarters. It has a dinner table.
In this powerful moment from In Tru Conversation, Teena Marie J. offers a mindset shift that every leader needs to hear; your family is not separate from your legacy work. It IS the legacy work.
We are meticulous about strategic planning in our professional lives. We set KPIs, protect our calendars, and invest in the assets that drive the most long-term value. But how many of us apply that same intentionality to the people waiting for us at home?
The relationships we build with the Most High and with our families,
are the foundation every other form of success is built on. And when those foundations are neglected, no boardroom win fills the gap.
What you can do: Review your calendar for this week. Does it reflect that your family is your primary business? Or are they getting your leftovers?
What we schedule is what we value. Full stop.
🎙️ Watch the full episode of In Tru Conversation on the So Tru Network on YouTube.
If you want to engage in these conversations live and in person join us for on JUNE 18th. Tickets available at DawnJohnsonEmpowers.com#InTruConversation#SoTruNetwork#FamilyLegacy#SpiritualLeadership#PriorityShift
I asked a CEO who leads 50,000 people what she did in her first 90 days. Her answer surprised me.
She did less, not more.
Francesca Lagerberg is the CEO of Baker Tilly International.
148 countries.
First woman in the role. Came in from outside.
Everyone expected big moves.
The pressure was there to change the strategy quickly.
She pushed it back.
Her logic: "Everyone can create a strategy, but can you execute on it?"
She didn't know the organisation well enough yet.
Who actually made things work.
Where truth got softened.
What the real levers were versus what the org chart said.
So she started small.
Tangible wins that built credibility.
And she ripped up her 90-day plan three times along the way.
Then she said something that stuck with me:
"When people start repeating your strategy back to you, you know you've landed it."
Most CEOs announce a strategy.
Do the town hall, share the slides, and move on.
The keen 20% absorbed it.
Everyone else is still running on old assumptions.
Francesca was blunt:
You have to get boring about it.
Keep repeating.
Different formats.
Different conversations.
Until they can say it without a deck in front of them.
If your team can't repeat your strategy back to you, it hasn't landed yet.
What's your recipe to turn strategy into execution?
♻️ Share this post to inspire strategic thinking.
And follow Andrea Petrone for more.
🎬 Watch the full episode here: https://lnkd.in/ePxh-Pwt
Andrea Petrone, true , every one will start contributing when facts about strategy and goal have been laid bare. The work of CEO is to ensure everything is crystal clear.
The CEO Whisperer | Author of “Reinvention at the Top” (Wiley, October 2026) | Where CEOs Turn When the Stakes Are Highest | Keynote Speaker and Executive Coach | Founder of WCL21 (CEO Private Community)
I asked a CEO who leads 50,000 people what she did in her first 90 days. Her answer surprised me.
She did less, not more.
Francesca Lagerberg is the CEO of Baker Tilly International.
148 countries.
First woman in the role. Came in from outside.
Everyone expected big moves.
The pressure was there to change the strategy quickly.
She pushed it back.
Her logic: "Everyone can create a strategy, but can you execute on it?"
She didn't know the organisation well enough yet.
Who actually made things work.
Where truth got softened.
What the real levers were versus what the org chart said.
So she started small.
Tangible wins that built credibility.
And she ripped up her 90-day plan three times along the way.
Then she said something that stuck with me:
"When people start repeating your strategy back to you, you know you've landed it."
Most CEOs announce a strategy.
Do the town hall, share the slides, and move on.
The keen 20% absorbed it.
Everyone else is still running on old assumptions.
Francesca was blunt:
You have to get boring about it.
Keep repeating.
Different formats.
Different conversations.
Until they can say it without a deck in front of them.
If your team can't repeat your strategy back to you, it hasn't landed yet.
What's your recipe to turn strategy into execution?
♻️ Share this post to inspire strategic thinking.
And follow Andrea Petrone for more.
🎬 Watch the full episode here: https://lnkd.in/ePxh-Pwt
Exactly this Catherine Bédard, MBA! 👏🏾 Avoidance at the top doesn’t stay contained…it cascades. And before you know it, “we don’t deal with things here” becomes the culture. Disagreement isn’t the problem. Lack of skill (and courage) to navigate it is. Thank you for tuning into the conversation! 🔥