Saying what needs to be said

As humans, we have mastered the art of predicting disasters that haven't happened yet. "This will go badly," we tell ourselves, rehearsing a confrontation that exists only in our heads.

It's something we've perfected: imagine the worst, delay the inevitable, repeat.

But what if the story we're telling ourselves is just that — a story? What if our colleague is actually waiting for feedback, eager for the chance to grow?

Yes, sometimes the fear comes from scars generated by past interactions. But more often, it's our brain telling us a story that provides us with an excuse to stay comfortable.

Here's what employees in vibrant cultures do:

They take the time to see the human on the other side. Not just their title or their role, but how they tick. How they learn. How they hear.

They step into the arena anyway, even with sweaty palms or a fluttering stomach. No hiding behind perfectly crafted emails that others have been copied into. Just two humans, face to face, doing the work that matters.

They keep their emotions in check without checking their humanity at the door. They know the difference between being professional and being a robot.

The best organisations aren't just places where people say what needs to be said. They're places where people know how to say it in a way that makes everyone better.

It's not about being nice. It's about being effective.

The rest is just a story we tell ourselves.