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Leadership Tips: Time to Get Uncomfortable

Fierce Ideas (orange lightbulb)

Careful conversations are often failed conversations, because they postpone what wants and needs to be talked about. So I ask: How many careful conversations do you typically have in a week?

And to add on to that. How many superficial ones? The “How are you?” – “I’m fine” ones. Or the “Have a great weekend – You too” ones. And of course, the “I’ll reach back out to you on that – Okay, talk then” ones.

I don’t know about you, but the people in my life who really level with the me, who share their deepest thoughts, feelings, and opinions of me, of the world, of anything really, are the ones I crave the time with the most. This involves leaders in my life too.

In Brené Brown’s recent book Rising Strong, she shares, “The most transformative and resilient leaders that I’ve worked with over the course of my career have three things in common: First, they recognize the central role that relationships and story play in culture and strategy, and they stay curious about their own emotions, thoughts, and behaviors. Second, they understand and stay curious about how emotions, thoughts, and behaviors are connected in the people they lead, and how those factors affect relationships and perception. And, third, they have the ability and willingness to lean in to discomfort and vulnerability.”

This week’s tip is to do something that makes you feel uncomfortable – whether it is being vulnerable in a conversation reaching a new level, trying something completely new or letting more silence into your everyday routine.

As Alan Alda, American actor and screenwriter said, “You have to leave the city of your comfort and go into the wilderness of your intuition. What you'll discover will be wonderful. What you'll discover is yourself.”



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