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Leadership often arrives before we feel ready for it.A promotion. A new role. A team suddenly looking to you for direction. For many leaders, the shift happens quickly, and the expectations can feel heavy.Enhancing Your Leadership Skills by Professor V. K. Simon is a practical introduction to leadership for those moments. It doesn’t try to impress. It doesn’t overcomplicate things. It simply walks through the core principles that sit underneath effective leadership.Interestingly, there is very little publicly available about the author, and the book is published by a smaller press. While we don’t know much about Professor Simon’s background, the premise of the book is sound and grounded in well established leadership thinking. Sometimes a resource doesn’t need a big name behind it to be useful.<h3>Leadership as a Journey, Not a Title</h3>At its core, the book defines leadership as the ability to inspire and influence others toward a shared purpose. Leadership is not confined to formal positions. It can be demonstrated at every level of an organisation and in many aspects of life.A strong theme throughout is that leadership is not a destination. Effective leaders do not rest on their laurels. They continue to learn, adapt and grow as the world around them changes.That framing alone is helpful for new leaders who may feel pressure to have everything figured out from day one.<h3>What the Book Covers</h3>This is a broad, foundational handbook rather than a narrative read. It covers many of the essential elements of leadership, including:<ul><li>Self awareness and emotional intelligence</li><li>Communication, listening and relationship building</li><li>Decision making and problem solving</li><li>Vision setting, goal alignment and planning</li><li>Building trust and leading teams</li><li>Conflict resolution and negotiation</li><li>Leading change in uncertain environments</li><li>Influence and persuasion, with a strong ethical lens</li><li>Values driven leadership and integrity</li><li>Leading across cultures in a global context</li><li>Personal development, mentoring and coaching</li><li>Managing wellbeing, boundaries and expectations</li></ul>The structure is list driven and practical. It’s easy to skim, revisit and dip into rather than read cover to cover.<h3>What Stands Out</h3>The emphasis on self awareness and emotional intelligence is consistent throughout. Leaders are encouraged to understand their impact on others, seek feedback and actively work on their own development.Ethics and integrity are treated as non negotiable. Ethical leadership is positioned as central to trust, governance and long term success, not as a nice to have.The section on influence is also worth noting. Persuasion is discussed openly, with a clear reminder that influence carries responsibility. Used well, it builds trust and positive outcomes. Used poorly, it can damage relationships and culture.The book also recognises modern leadership realities, including remote and hybrid work, cultural diversity and the need for adaptability in an increasingly interconnected world.<h3>Who This Book Is Really For</h3>This is not an advanced leadership text. Experienced leaders will find much of the content familiar.Where it adds the most value is for:<ul><li>First time leaders</li><li>Newly promoted managers</li><li>Emerging leaders building confidence</li><li>People wanting a clear overview of leadership fundamentals</li><li>Leaders who prefer structure, lists and practical guidance</li></ul>It provides a solid grounding without being overwhelming.<h3>A Final Reflection</h3>This book will not transform your leadership overnight. What it does offer is reassurance and clarity around the basics.Leadership is about people. About trust. About values and responsibility. Not about position or authority.If you’re stepping into leadership or consolidating your foundations, this is a useful place to start.

If You’re New to Leadership This Year, This One Might Be for You

Some books teach you how to manage better. This one asks you to think more deeply about how you lead.Leaders Eat Last by Simon Sinek is not a book about management techniques or performance metrics. It is a book about responsibility. About care. About what it really means to lead human beings.At its core, the book makes a simple but confronting case.Organisations succeed or fail not because of strategy alone, but because of leadership excellence. Professional competence is not enough. Good leaders must genuinely care for those entrusted to them.<h3>Leadership Is a Choice, Not a Title</h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">One of the strongest messages throughout the book is that leadership is not defined by rank. Leadership is a choice to serve others, with or without formal authority.There are people with titles who are not leaders. And there are people at every level of an organisation who most certainly are.Leadership is not a licence to do less. It is a responsibility to do more. It takes time, energy and emotional commitment. The effects are not always immediate or easy to measure, but leadership is always a commitment to people.<h3>The Circle of Safety</h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">A central concept in the book is the Circle of Safety. When leaders create environments where people feel protected, trusted and valued, stress decreases and performance improves. When leaders prioritise themselves, numbers or short term outcomes, fear takes over.Research cited in the book shows that having a job we hate can be as damaging to our health as being unemployed. Stress and anxiety at work have far less to do with the work itself and far more to do with weak leadership.People do not leave organisations lightly. They leave when there is no sense of belonging, no trust and no reason to stay beyond money and benefits.<h3>People Before Numbers</h3>Sinek contrasts organisations like Costco and GE to show that leadership impact cannot be judged day to day. Good leadership is like exercise. You do not see results overnight. The real difference only becomes clear over time.Customers will never love a company until employees love it first. Culture is built from the inside out, and leadership choices compound over months and years, not quarters.<h3>Shared Struggle Builds Belonging</h3>Some of our best experiences at work are not remembered because the work was easy, but because it was shared. When teams struggle together to solve problems, they build trust, camaraderie and meaning.There is even biology behind this. Shared hardship releases oxytocin, strengthening bonds between people. This is why project teams, working groups and committees often create deeper connection than working alone.I have experienced this first hand in different paid and volunteer roles. When you're in the thick of it you feel like you'll be with these people forever! Then the struggle is resolved, you change roles or leave that group and a few months later wonder where the friendship went. &nbsp; One of the many reasons our identity cannot be tied to our job or role! Real friends will stick with you beyond the role change but you have to work at it. Find a new common shared struggle!Belonging comes from participation, not observation.<h3>Integrity Is Non Negotiable</h3>Integrity runs through the book as a central leadership requirement. Integrity is when our words and actions align with our intentions. Without it, trust collapses.People need to know that what their leaders say is the truth, even when it is uncomfortable. Trust is not about agreement. It is about authenticity. When integrity is missing, our brains perceive it as a matter of survival.This is why hypocrisy, performative leadership and saying what people want to hear rather than what they need to hear destroys trust so quickly.<h3>Leadership Develops People</h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">True leadership is not about control. It is about preparation and trust.Leaders teach the rules, build competence and develop confidence. Then they step back and trust their people to do what is right. Responsibility is not obedience. Responsibility is doing the right thing, even when no one is watching.The most effective leaders give people something to believe in and a challenge that stretches their resources, but not their intellect. When people believe in the purpose, they give far more than compliance.<h3>A Shared Responsibility</h3>One of the most important conclusions in the book is that leadership is not confined to the top of an organisation. While those with authority can lead at greater scale, everyone has a responsibility to keep the Circle of Safety strong.Leadership is expressed through small, consistent actions, one day at a time.The challenge Sinek leaves us with is simple and powerful.<blockquote>Be the leader you wish you had.</blockquote><h3>A Final Reflection</h3>Not every suggestion in the book will resonate with every leader. I disagreed with some of Sinkek's ideas about working with Millennials. &nbsp;But Leadership must evolve with the times. What matters most is not rigid adherence to ideas, but thoughtful application grounded in care for people.Leaders Eat Last is a reminder that leadership is stewardship. It is about wellbeing, trust, sacrifice and legacy.The work we do only truly matters when it contributes to something bigger than ourselves. And that work is carried forward, not by systems or strategies, but by people.So the real question for each of us is this:Where might you strengthen the Circle of Safety in your own leadership in the new year?

Leaders Eat Last - why leadership is about people, not position

There is a lot of noise around AI right now. Excitement, fear, bold claims and strong opinions. For many leaders, it can feel overwhelming and, at times, unsettling.What I appreciated most about <a data-mce-href="https://aiandu.com.au/" href="https://aiandu.com.au/">AI &amp; U by Tracy Sheen </a>is that it brings the conversation back to what really matters. Leadership, judgement, relationships and purpose. This is not a book about chasing technology. It is a guide for leaders who want to move forward thoughtfully, ethically and with confidence.The question is not whether AI is coming. It is already here.The better question is how we choose to lead as it becomes part of our world.<figure id="figure-dw4efgsnajmji8gg5d"><img id="dw4efgsnajmji8gg5d" src="https://cdn.durable.co/blocks/2chBPKuH1A0NEakH5N9malraYubWG5eh9Qx87wT06N6uyShIrSz8TJEsA0i2kIxb.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="Tracy Sheen speaking at COSBOA" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2chBPKuH1A0NEakH5N9malraYubWG5eh9Qx87wT06N6uyShIrSz8TJEsA0i2kIxb.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"><figcaption class="body-normal text-gray-500 mt-2">Tracy Sheen speaking at COSBOA </figcaption><span style="font-family: var(--head-fontFamily); font-size: calc(24px * var(--head-fontSize, 1)); font-style: var(--head-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: var(--head-fontFamily); font-size: calc(24px * var(--head-fontSize, 1)); font-style: var(--head-fontStyle, normal); -webkit-text-size-adjust: 100%;">Progress, Not Perfection </figure>One of the ideas that stayed with me is that perfection is an impossible goal, but progress is always achievable.Too often, leaders wait for the perfect system, the perfect time or the perfect understanding before taking the first step. That waiting usually leads to inaction. Tracy reframes AI adoption as experimentation. Start small. Learn quickly. Adjust as you go.That is not just good advice for AI. It is good leadership.<h3>A Practical Framework for Moving Forward</h3>At the heart of the book is the REIMAGINE framework. What makes it powerful is not just the structure, but how grounded it is in real business leadership.<figure id="figure-0wfveos8ynmji8le3y"><img id="0wfveos8ynmji8le3y" src="https://cdn.durable.co/blocks/150XVn4HXtYkayjPS09FYvfzGK2P6ps52PwAsFr4Ae1bZpWsxx2d3nLOayvVQX7z.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="REIMAGINE Framework" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/><figcaption class="body-normal text-gray-500 mt-2">REIMAGINE Framework</figcaption></figure><ol><li>Relationships sit at the centre. AI should strengthen trust, creativity and connection, not replace them.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Before adding anything new, evaluate what is already in place. Layering shiny tools over broken systems only creates more complexity.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Identify one focused opportunity. Meaningful change rarely starts with a full overhaul. It starts with one improvement that removes friction.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Map your path with clear goals, milestones and measures. Success does not happen by chance. It comes from process.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Activate through small pilots. Start where you are, with what you have, and build momentum.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Gather insights that matter. Look at client experience, engagement, efficiency and where blockages still exist.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Iterate continuously. Your business is dynamic. Mistakes are inevitable. Learning is part of the journey.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Narrow your focus. Strengthen what works and let go of what does not. Growth comes from clarity, not doing more.</li><li><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Evolve intentionally. AI should help you shape the business and life you want, not just keep up with change.</li></ol><blockquote> AI Is Not the Leader. You Are.</blockquote>A common concern I hear is whether AI will replace our value or our people. This book tackles that fear directly.AI is positioned as a partner, not a competitor. It can take care of the mundane so humans can focus on the meaningful. Relationships, judgement and emotional intelligence remain the true differentiators.In fact, as AI becomes more capable, human centred leadership becomes even more important.<h3>Ethics, Trust and Good Judgement</h3>With capability comes responsibility. Ethics, transparency, privacy and data stewardship are not optional extras. Over reliance on AI can erode trust, alienate clients and stifle innovation if human judgement is removed.What I particularly like is that Tracy provides clear questions and checklists for leaders who are not technical experts. You do not need to be tech savvy to lead well in this space. You need to be thoughtful, intentional and willing to ask better questions.<h3>Looking Ahead with Confidence</h3>The book closes by exploring what may lie ahead, from digital twins and 3D printing to the rise of Artificial General Intelligence. Rather than fuelling fear, it encourages curiosity grounded in values.One reflection that stood out for me is imagining a typical workday five years from now. It may not be unrecognisable. More likely, we will simply have better tools working alongside us.<h3>A Final Thought for Unique Leaders</h3>Technology will continue to evolve. That is inevitable.What is not inevitable is how we lead through it.How do we use AI to strengthen our core, deepen relationships and create meaningful impact?Because the future will not be shaped by technology alone.It will be shaped by leaders willing to reimagine how they lead.Thanks Tracy for providing the tools we need to navigate this brave new world!&nbsp;

Reimagining Leadership in an AI World

Road 2025 to 2032 new year direction concept

As the year draws to a close, many leaders are tired. Not just physically, but mentally and emotionally. The pace, the expectations, the constant need to be “on”.This is where freedom matters.Freedom is one of the core values of the Unique Leaders Network because leadership without freedom eventually becomes performance. And performance without purpose leads to burnout.Freedom in leadership is not about doing whatever you want.It is about choosing how you lead, what you carry, and what you release.Last week I spent some time with my team planning for 2026 and one of the key questions was "what should we STOP doing?" &nbsp;I'm not very good at letting go but I've learned it's the only way to move forward.As we head toward 2026, this is the invitation.<h3>1. Freedom starts with letting go</h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">We often carry things far longer than we should. Old expectations. Roles we have outgrown. The pressure to be everything to everyone.Freedom begins when you ask a hard question.What am I still carrying that no longer serves who I am becoming as a leader?This is not about quitting responsibility. It is about shedding weight that was never yours to begin with.This year I've had to let go of a key role that got me to where I am today. It was hard! But I know I can't grow in my new role and carry the old one. I've had to let go. &nbsp;My new role has deeper, wider responsibilities that deserve my full attention.Action:Write down three things you are ready to release before the end of this year.<figure id="figure-btfpg898rmjf7iohb"><img id="btfpg898rmjf7iohb" src="https://media.gettyimages.com/id/2191497465/photo/tree-arrows-pointing-in-different-directions-choice-the-way-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=j8SpJUMVZl4GuY_sb6tD4pq1omZNTYRPd9jHogWcvZM=" alt="Tree arrows pointing in different directions. Choice the way concept." title="Tree arrows pointing in different directions. Choice the way concept." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2191497465/photo/tree-arrows-pointing-in-different-directions-choice-the-way-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=j8SpJUMVZl4GuY_sb6tD4pq1omZNTYRPd9jHogWcvZM=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>2. Freedom requires clarity, not certainty</h3>Many leaders delay decisions because they are waiting for certainty. But certainty is rare. Clarity is enough.Freedom comes when you decide what matters most and allow everything else to align or fall away.You do not need the full plan for 2026.&nbsp;You need a clear sense of direction.That's a difficult lesson if you're like me and your diary is already booked out through December 10, 2026! &nbsp;But I've learned the purpose is what matters. &nbsp;For my work at Surveyors Australia and Industry Training Alliance our purpose is clear. So no matter what circumstances may come our way, decisions will be made through the purpose lens. &nbsp; The plan for 2026 is a guide, a direction, that is subject to change - a living document that needs to be adaptable given the environment in which we operate. &nbsp; Reflection:What values will guide your leadership decisions next year, even when the path is unclear?<figure id="figure-1coov5yr9mmjf7jf9b" class=""><img id="1coov5yr9mmjf7jf9b" src="https://media.gettyimages.com/id/2240374162/photo/road-to-victory-with-bright-light.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=NGiS3B7l1iDRwQHCeAmiAmDKnr7q0tPGNHluPf6QLDY=" alt="Road to Victory with Bright Light" title="Road to Victory with Bright Light" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2240374162/photo/road-to-victory-with-bright-light.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=NGiS3B7l1iDRwQHCeAmiAmDKnr7q0tPGNHluPf6QLDY=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">3. Freedom gives you permission to lead your way</h3>One of the greatest traps in leadership is comparison. Watching how others lead and quietly reshaping yourself to fit what seems acceptable or successful.Freedom breaks that pattern.It allows you to lead with your voice, your pace, your convictions.The world does not need another version of someone else.It needs you, leading in a way that is honest and aligned.Question:If you gave yourself full permission, how would you lead differently in 2026?<figure id="figure-g51j9od343mjf7lfho" class=""><img id="g51j9od343mjf7lfho" src="https://media.gettyimages.com/id/2182049162/photo/think-differently-concept-red-paper-plane-changing-direction-3d-illustration-new-ideas-paper.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=gToC_msIy5J7_TMShfOHOB9-HXwnttPMvFgIaY85mcs=" alt="Think differently concept. Red paper plane changing direction. 3D illustration.new ideas. paper art style. creative idea.3D rendering on blue background." title="Think differently concept. Red paper plane changing direction. 3D illustration.new ideas. paper art style. creative idea.3D rendering on blue background." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2182049162/photo/think-differently-concept-red-paper-plane-changing-direction-3d-illustration-new-ideas-paper.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=gToC_msIy5J7_TMShfOHOB9-HXwnttPMvFgIaY85mcs=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3><span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">Final Thought</h3>As this year closes, freedom is not something to earn.It is something to choose.Choose what you carry forward.Choose what you leave behind.Choose to lead into 2026 with intention, courage, and space to breathe.That is what it means to lead forward.<figure id="figure-m5q7vyol5mjf7m3ao"><img id="m5q7vyol5mjf7m3ao" src="https://media.gettyimages.com/id/2155672333/photo/road-2025-to-2032-new-year-direction-concept.jpg?b=1&s=2048x2048&w=0&k=20&c=I3_PENBUEPo_0FvO9b8cCV9Jy2Zti-RWo76lefeF07I=" alt="Road 2025 to 2032 new year direction concept" title="Road 2025 to 2032 new year direction concept" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure>

Freedom to Lead Forward

We’ve been sold a myth.That confidence is the key to leadership. That if you just had more of it, you would finally speak up, go for the promotion, back yourself in the room or say the thing that matters most.But confidence is not the starting point. It is the outcome.Confidence is belief in your ability. It builds through experience, time and repetition. Courage is the decision to act. Even when belief is shaky and fear is loud.Courage is one of the core values of the Unique Leaders Network because it shows up before certainty. It gets you to the microphone. It helps you stand firm. It is what keeps you aligned with your voice and vision, especially when you feel exposed or under pressure.Confidence might make it look easy.Courage is what gets you moving.Last week I was in Canberra for meeting in Parliament House with the leaders of our Government.&nbsp; As I sat around a number of tables, I noticed particularly the number of women in the room who were the ones asking questions and speaking up.&nbsp; Women in the construction and education sectors who found a level of confidence and courage to ask our politicians the hard questions.<h3>1. Courage goes first. Confidence comes later.</h3>Most people wait to feel confident before they act. But that day rarely comes. Courage is what gets you to the starting line. It says, “I’ll show up before I feel ready.”That first presentation? That tricky conversation you’ve been avoiding? That blog you haven’t posted yet?Confidence builds with action. But action begins with courage.In Canberra we were celebrating 25 years of the Australian Construction Industry Forum (ACIF) and I suspect 25 years ago there weren't that many women in the room!&nbsp; But on this day, the women outnumbered the men and dominated the conversation.&nbsp; These women had a level of courage to ask the hard questions and because they volunteered to speak up, confidence was what we saw.Imposter syndrome is common for leaders.&nbsp; I am not a surveyor, and yet I speak up regularly on their behalf - as long as I don't get too many technical questions I've gained a level a confidence that helps me speak up with courage!I wasn't always as confident as I portray today.&nbsp; But each time I step up and speak out my courage and my confidence levels grow.&nbsp; And that now sees me serve as a Director on the ACIF Board - something 15 years ago would have been far beyond my comfort zone.<figure id="figure-6sssxisiilmild6ccm"><img id="6sssxisiilmild6ccm" src="https://cdn.durable.co/blocks/6CUCOOazzzURniD0WK8NGBnhBvHJYxsgdlQAmkKlz5MHofX78qLmeN7RA2xrYuin.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/6CUCOOazzzURniD0WK8NGBnhBvHJYxsgdlQAmkKlz5MHofX78qLmeN7RA2xrYuin.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Ask yourself: Where are you waiting to feel confident when you actually just need to be brave? <h3>2. Confidence looks polished. Courage looks real.</h3>Confidence can perform. Courage connects.It is easy to admire someone who seems in control, but we are moved by someone who is honest. When you lead with courage, you lead with your full self — the strengths and the uncertainty. That’s what builds trust. That’s what creates followership.At the forums last week in Canberra many politicians presented to us and there was certainly a level of confidence, some very polished.&nbsp; But it was Scott Buccholz, Shadow Minister for Skills and Training, that stood out the most at the Independent Tertiary Education Council of Australia (ITECA) forum.&nbsp; He was as confident as the other parliamentarians, but it was his courage, his real life story that stood out to most of us.<figure id="figure-rmd0k37ccmmild7p8f"><img id="rmd0k37ccmmild7p8f" src="https://cdn.durable.co/blocks/39cAzFN66rKpj1zvop0mgaw0oLaQ6Pw9i1q8PEkxmbwAzMWJlBjR4ipn9h0tSpWs.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/39cAzFN66rKpj1zvop0mgaw0oLaQ6Pw9i1q8PEkxmbwAzMWJlBjR4ipn9h0tSpWs.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Courageous people don't speak about being scared to speak!&nbsp; There are no apologies for being unprepared.&nbsp; And my pet peeve is when someone says "this might be a stupid question..."&nbsp; There are no stupid questions!&nbsp; If you're thinking it, so are others in the room.&nbsp; Many of the questions I often ask I think are likely only mine.&nbsp; Then I'm still surprised when people come up to me after and thank me for asking it!Be bold.&nbsp; Be courageous. Be confident.Ask yourself: Where can you let go of looking polished and lead with presence instead? <h3>3. Your voice matters more than your volume.</h3>Leading out loud isn’t about being the loudest. It is about being clear, convicted and willing to speak even if your voice shakes.We need leaders who say what matters. Who speak up when something’s off. Who champion others. Who model conviction over compliance.You do not need to feel confident to do any of that. You need to be courageous.Ask yourself: What have you stayed silent about that you’re now ready to voice? <h3>Final Thought</h3>You do not need to be the most confident person in the room.You need to be the most courageous version of yourself.Leadership isn’t about volume. It is about voice. And the world needs yours — steady, brave, and ready to speak truth with impact.Lead out loud. Even if your voice shakes. Especially then. If this is a particular challenge for you, then please reach out! It's my passion to help leaders find that extra confidence and courage they need to make a difference!﻿ Contact me via LinkedIn or this website ﻿

Lead Out Loud: Why Courage Matters More Than Confidence

Courage is one of the core values of the Unique Leaders Network. Not because it's trendy, but because it's essential. Real leadership demands courage. Not just once, but again and again.Courage is not bravado. It is not about being loud or taking risks for attention. Courage is the inner strength to act on conviction when it would be easier to stay silent. It is standing firm in your values when they are challenged. It is leading with vulnerability, not just confidence.As leaders, we do not get to wait for perfect conditions. We lead in real life. It is full of pressure, competing voices and moments that demand more of us than we feel ready to give.That is where courage shows up.Courage does not always look like a bold announcement or a viral moment. Sometimes it is far quieter. It is the decision to keep showing up when you feel like disappearing. The resolve to say what needs to be said when everyone else is silent. The willingness to stay when walking away would be easier.We all hit seasons that stretch us. You know the ones. When you are carrying the team, holding things together at home, questioning your decisions behind closed doors, and wondering if the cost is still worth it.The truth? Anyone can lead when it is easy.But the leaders we remember, the ones who shape teams, cultures and industries, are the ones who lead when it is hard.&nbsp; And it's not always positive!&nbsp; I listened to an <a data-mce-href="https://www.youtube.com/watch?v=X6JBGKRSnpw" href="https://www.youtube.com/watch?v=X6JBGKRSnpw" title="50 Years On: The Whitlam Dismissal" target="_blank" rel="noopener">ABC podcast</a> this week reminding us that it's been 50 years since Governor General Kerr sacked Gough Whitlam and his government.&nbsp; It seemed the right thing at the time but does history tell a different story?&nbsp; We'll have to <a data-mce-href="https://www.harpercollins.com.au/9781460716137/gough-whitlam-the-vista-of-the-new-the-definitive-and-most-up-to-date-biography-from-australias-leading-political-biographer/" href="https://www.harpercollins.com.au/9781460716137/gough-whitlam-the-vista-of-the-new-the-definitive-and-most-up-to-date-biography-from-australias-leading-political-biographer/" title="Gough Whitlam: The Vista of the New" target="_blank" rel="noopener">read the book</a>!&nbsp; But Kerr certainly made a courageous decision.<figure id="figure-zuoswuvxymhr2owf2"><img id="zuoswuvxymhr2owf2" src="https://cdn.durable.co/blocks/5S5oo6z7ye9JevSsJfdm47iha8sBEOHhKXkUHw9W8WqbbZ537Fj9frsnDJAisQ5v.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="Gough Whitlam: The Vista of the New: the definitive and most up-to-date biography from Australia's leading political biographer Troy Bramston" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/5S5oo6z7ye9JevSsJfdm47iha8sBEOHhKXkUHw9W8WqbbZ537Fj9frsnDJAisQ5v.jpg" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"><figcaption class="body-normal text-gray-500 mt-2">Gough Whitlam: The Vista of the New: the definitive and most up-to-date biography from Australia's leading political biographer Troy Bramston</figcaption></figure>I was 4 when Whitlam was sacked, but here's what I have learned during the last 50 years...<h3>Clarity is a discipline, not a default</h3>In tough seasons, we crave certainty. But often all we have is confusion. That is where clarity becomes a leadership discipline. You do not need to know everything. You just need to communicate what you do know and keep people focused on what matters most.This is a huge challenge for me because the way forward is often clear in my head, I just forget to tell the rest of the team!&nbsp; But I often find in our busy world that we have competing priorities and my team feel the need to do everything today rather than interrupting me to ask for clarity about what matters most.&nbsp; Providing clarity for my team is something I need to continually work on.Our world today feels uncertain, but if there's one thing your team can rely on, it needs to be you.&nbsp; But even when you don't have all the answers, it's okay to let the team know - that's courage!&nbsp;&nbsp;Action: What is one message your team needs to hear from you this week? Say it clearly and repeat it. <h3>Courage is choosing integrity over comfort</h3>Hard leadership moments offer tempting shortcuts. Silence when you should speak. Pleasing others instead of protecting purpose. Avoiding conflict instead of facing it.Courageous leadership is not reckless. But it is committed. It means making the right call, not the easy one.I see this often in conversations where diversity is challenged.&nbsp; Usually a man says something inappopriate about a woman on the team, or a female client - something that isn't acceptable.&nbsp; But does anyone speak up?&nbsp; Do we correct the gentleman who spoke incorrectly.&nbsp; It is often not malicious just thoughtless.&nbsp; But who is taking the courageous step to point this out?It can be uncomfortable to speak up when someone is acting inappropriately or doing something wrong - something you would never do.&nbsp; Yet we just assume it's not our role to correct behaviour or speech of another person.&nbsp; But if not you, then who?&nbsp; Isn't this why society heads down a dangerous path because no one speaks up?Reflection: Where are you being nudged to choose the courageous path, even if it costs you?<h3>You set the tone even when you do not feel ready</h3>When everything feels uncertain, your presence becomes the anchor. People watch how you respond more than what you say. You do not have to pretend everything is fine. But you do have to stay grounded.I'm involved in a few Committees and sit on a couple of Boards all filled with amazing leaders.&nbsp; Yet I think each one has a bout of Imposter Syndrome when the time comes to speak up or share a different point of view.&nbsp;&nbsp;It takes courage to speak up.&nbsp; To stand up.&nbsp; To set the direction and tone of a conversation or a course of action.&nbsp; You will likely never "feel" ready.&nbsp; Sometimes you just need to act.&nbsp; The more you do it, the better you'll get!I am often asked how I got to be so confident and courageous in these meetings.&nbsp; Certainly my time as a Councillor on Wollongong City Council helped.&nbsp; I had to speak up every week often against differing points of view and perspectives.&nbsp; I learned to be bold and courageous in my thoughts, speech and actions.&nbsp; I also learned that not everyone will always agree with me and that's okay.&nbsp; But my voice still deserves to be heard.I am anchored in the knowledge that what I have to say matters.&nbsp; My presence in a room is important.&nbsp; I accept I am a leader.&nbsp; Not the most important person, but important none-the-less.&nbsp; So I enter with confidence and courage whether I feel ready or not.Practice: What anchors you as a leader? What practice keeps you steady under pressure? <h3>Final Thought</h3>You do not need to have it all together. You do not need to be fearless. But you do need to lead.The most powerful leadership is not polished. It is real, resilient and rooted in purpose.If you are facing something hard right now, know this.You are not behind. You are becoming. And courage will carry you.

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