In this solo episode, I explore one of the biggest barriers to leadership and team performance: avoiding tough conversations. The truth is, the biggest problem in communication is often the illusion that it is happening. When difficult conversations are handled poorly, or not at all, we see misunderstandings, low morale, stalled innovation, and a breakdown of trust.
I share insights from psychology and neuroscience on why people shut down or get defensive under stress, and how leaders can shift conversations from threat to trust. We look at the difference between healthy debate and destructive conflict, and why creating psychological safety is the foundation of open dialogue and collaboration.
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In this solo episode, I explore one of the biggest barriers to leadership and team performance: avoiding tough conversations. The truth is, the biggest problem in communication is often the illusion that it is happening. When difficult conversations are handled poorly, or not at all, we see misunderstandings, low morale, stalled innovation, and a breakdown of trust.
I share insights from psychology and neuroscience on why people shut down or get defensive under stress, and how leaders can shift conversations from threat to trust. We look at the difference between healthy debate and destructive conflict, and why creating psychological safety is the foundation of open dialogue and collaboration.
On this weeks Lead Well podcast I am joined by Jonathan Logue. After over a decade at LinkedIn as a Senior Director of Talent Development, Jonathan left earlier this year and founded Logue&Co, a HR advisory and coaching company. We will be discussing his transition back to entrepreneurship, the lessons he learned while working with senior leaders in one of worlds largest organisations and his own insights on the future of leadership and talent development.
To find out more about Jonathan and his work click the link https://www.linkedin.com/in/jonathanlogue/
Lead Well with Mark O'Reilly
In this solo episode, I explore one of the biggest barriers to leadership and team performance: avoiding tough conversations. The truth is, the biggest problem in communication is often the illusion that it is happening. When difficult conversations are handled poorly, or not at all, we see misunderstandings, low morale, stalled innovation, and a breakdown of trust.
I share insights from psychology and neuroscience on why people shut down or get defensive under stress, and how leaders can shift conversations from threat to trust. We look at the difference between healthy debate and destructive conflict, and why creating psychological safety is the foundation of open dialogue and collaboration.
