Brave Leadership - Finding the courage to speak up

There have been many moments in my work with leaders and teams when I have reflected on the things we say, and the things we leave unsaid. The concern we don't raise. The question we don't ask. The behaviour we notice but choose not to challenge. I have seen how easily good people stay silent, not because they don't care, but because they care deeply about the consequences. For most people, fear is at the heart of their silence.

They don't want to damage relationships, undermine a colleague or be seen as difficult. Clients have shared that they are scared for their own safety and security within the business. I get it! I understand that hesitation. Speaking up can feel uncomfortable, particularly when there is a power imbalance or when we are challenging someone we respect. But I have also seen the cost of silence.

When nobody speaks up

I once worked with a senior team who had all assured each other that they agreed with the proposed changes coming down the line. Meetings I was told, were positive. Once the decision had been made, everyone appeared to have moved on. Afterwards, in smaller conversations, real concerns emerged. Several people had doubts, but nobody had felt able to voice them in the room. The result? Frustration, wasted time and a decision that could have been stronger if those perspectives had been heard earlier. I was brought into facilitate those later discussions. To get to the root of what was really going on. And we got there! But not after much time had been lost, clients had been affected and staff were confused.

In another situation, I had coached a leader on how to be open to challenges. How to truly listen. When people questioned a decision, their response was no longer defensive. Gradually, people started asking more questions. Meetings became easier, decisions more rounded and inclusive.

These experiences have reinforced something I believe strongly: what goes unsaid in a team can be just as important as what is said.

Brave leadership isn't always about being fearless

We sometimes imagine brave leadership as a dramatic act of defiance. In reality, I think it is often much quieter. When we actively create the right conditions, colleagues can ask:

• "Have we considered another perspective?"

• “Is this working as we intended."

• "Have I got that wrong."

Courage does not always mean being confrontational. We can challenge someone with respect, curiosity and compassion. In fact, some of the most important conversations happen when we approach disagreement with a genuine desire to understand. When we learn to listen actively, not just wait our turn to assert our own view, then we have the potential to co-create the best solutions.

Creating the conditions for people to speak

Of course, the responsibility does not rest solely with the person who needs to speak up. As leaders, we have to ask ourselves what happens when people do. Do we become defensive when challenged? Do we listen to understand, or listen to respond? Do we thank someone for raising a concern, even when we disagree with them?

Psychological safety is built through these everyday interactions. It is not about avoiding difficult conversations or ensuring everyone agrees. It is about creating an environment where people can question, disagree, admit mistakes and raise concerns without fear of humiliation or worse. I have seen how powerful it can be when a leader simply pauses and says, "Tell me more. What might I be missing? Help me to understand"

That small response can change the conversation.

A question to reflect on

I often come back to two questions when thinking about brave leadership:

What am I not saying that needs to be said?

And, if I lead others:

What might the people around me be reluctant to tell me?

Neither question is necessarily comfortable. But both can open the door to better conversations, stronger relationships and more thoughtful decisions. We will not always get it right. Speaking up does not guarantee that we will be heard, and creating an environment where people feel safe to challenge us takes consistent effort. But leadership asks something of us beyond keeping the peace. Sometimes it asks us to speak when it would be easier to stay quiet. And sometimes, it asks us to listen when everything in us wants to defend our position.

For me, that is where brave leadership begins. Let’s model more of it. The world needs more brave leaders now.