by Tarran Deane

High-Stakes Leadership: Lessons from the White House – Media, Conflict & Decisions That Shape Influence

“When high-stakes leadership, power and media collide—who controls the narrative?”

The High-Stakes Leadership Challenge: Balancing Transparency and Control

Leaders must balance two competing priorities:

Transparency: Providing information to maintain credibility and trust.
Control: Managing the message to avoid unnecessary crises.

Failing to strike this balance in the fast-paced world of political leadership can damage reputation and erode stakeholder confidence.

“High-stakes leadership isn’t just about the people at the table—it’s about those watching, interpreting, and influencing the outcome,” Tarran Deane

In today’s interconnected world, a single exchange can reshape alliances, disrupt markets, and redefine reputations overnight. But was it really a ‘single’ exchange?

Public Opinion: Sideline conversations explode in ordinary homes, cafes and c-suites.

My friend, 80-year-old friend Jeanne told me over coffee she’d seen the news and was not impressed with the lack of civility and statesmanship on display. Content online has gone nuts with commentary and opinion. But how do we make sense of it in the ordinary context of our own high-stakes work? Do we have all the facts?

Fast Facts: The WhiteHouse Meeting: 49 Minutes – View it here

The recent Trump-Zelenskyy-Vance exchange at the White House serves as a compelling case study in leadership styles, stakeholder engagement, and the influence of media narratives on high-stakes decision-making.

Did you know the meeting went for 49 minutes? Not just the 10-15 minute showreel or shorter soundbites published across the media channels?

Who was in the conversation?

U.S. President Donald Trump, Ukrainian President Volodymyr Zelenskyy, and U.S. Vice President JD Vance.

Who was watching?

European allies, Russian officials, American voters, military strategists, and financial markets.

Who shaped the narrative?

The leaders initiated it, but global media, political analysts, and business leaders assessing risk fallout took control of its amplification.

What led up to this point?

Understanding the historical context of Ukraine, Russia, NATO, and USA relations provides crucial insight into why this meeting unfolded as it did. Learn more here.

Why this matters to you and how you can turn the conversation around at work

This event offers corporate leaders invaluable insights into high-stakes negotiations, media framing, and how conflict—whether messy or mishandled, disruptive or disciplined—can alter long-term strategic relationships and polarise the public.

High-Stakes Leadership Styles in Political Environments: The White House Case Study

Different leadership styles surfaced in the meeting, each carrying strengths, risks, and unintended ripple effects. You may experience these in your everyday work leading cross-functional Directors, Executive Managers and Leaders:

1. The Confrontational Leader: Strength in Clarity, Risk in Rigidity

Key Traits:

- Direct, unwavering, and unapologetically firm.
- Prioritizes confrontation over consensus.
- Creates moments of clarity but risks fracturing relationships.

White House Meeting Examples:

- Trump—Pushed Ukraine for accountability in U.S. financial aid, questioning ongoing commitments.
- Zelenskyy—Asserted Ukraine’s non-negotiable security needs.
- Vance—Publicly aligned with Trump’s scepticism, reinforcing pressure on Zelenskyy.

Leadership Takeaways:

- Clarity in leadership drives decisive action, but rigidity risks alienating stakeholders.
- High-stakes confrontations demand a clear objective—disruption for the sake of power is rarely strategic.

Corporate Implications:

- Boardroom Power Struggles – A CFO or CEO challenging a business strategy, forcing tough financial decisions.
- Mergers & Acquisitions – A high-stakes deal where neither party is willing to compromise.
- Intense Union Negotiations – Balancing financial sustainability and technology upgrades with workforce demands or resistance to change.

Outcomes:

✔️ Works well when urgency and clarity are required.
❌ Fails when it alienates key stakeholders needed for long-term success.

2. The Diplomatic Leader: Strength in Relationship-Building, Risk in Over-Compromise

Key Traits:

- Focuses on long-term partnerships and stability.
- Avoids public breakdowns and reputational damage.
- Balances firm decision-making with flexibility.

White House Meeting Examples:

- - European Leaders—Immediately reaffirmed support for Ukraine after the tense exchange.
  - NATO Allies—Worked behind the scenes to manage relationships strained by U.S. uncertainty.
  - Ukraine’s Foreign Ministry—Attempted to de-escalate tensions post-meeting.

Leadership Takeaways:

- - Effective in multi-stakeholder environments but can delay critical decisions if overused.
  - Balancing firmness with diplomacy prevents reputational damage.

Corporate Implications:

- - Crisis Communication Strategy – Managing PR crises while maintaining shareholder trust.
  - Mergers & Acquisitions – Ensuring operational integration without losing key talent or morale.

Outcomes:

✔️ Effective in multi-stakeholder environments.
❌ Can delay critical decisions if overdone.

3. The Transactional Leader: Strength in Focus, Risk in Short-Term Thinking

Key Traits:

- Prioritizes measurable ROI and immediate results.
- Cuts through emotion to focus on financial efficiency.
- Can be perceived as impersonal, detached, or overly aggressive

White House Meeting Examples:

- - Trump & Vance—Positioned U.S. aid as a financial transaction, emphasizing “What do we get in return?”
  - Zelenskyy—Framed Ukraine’s security as a global investment, appealing to shared strategic interests.

Leadership Takeaways:

- - Excellent for short-term business gains but can overlook long-term relationship equity.

Corporate Implications:

- - C-Suite-Led Cost Reduction – Prioritizing financial efficiency over employee well-being.
  - High-Stakes Contract Negotiations – Securing business terms with little regard for relational impact.

Outcomes:

✔️ Excellent for short-term business gains.
❌ Can overlook long-term relationship equity.

Stakeholder Influence & Media Narratives: Who Controls the Story?

Leadership isn’t just about what happens in the room—it’s about who shapes the perception of what happened. That’s just being realistic. We only ever know in part.

Let’s explore this for a moment:

Public Reaction to the Media Coverage

The recent Oval Office confrontation between President Donald Trump, Vice President JD Vance, and Ukrainian President Volodymyr Zelenskyy has elicited a spectrum of reactions from the general public, reflecting deep divisions in political and international perspectives.

Public Protests and Support for Ukraine

In the United States, the incident sparked widespread protests supporting Ukraine. Major cities like New York, Los Angeles, and Boston witnessed demonstrators expressing solidarity with Zelenskyy and condemning the Trump administration’s stance. Protesters carried Ukrainian flags and signs criticizing the perceived pressure on Ukraine to negotiate with Russia. (Source: The Guardian)

In Vermont, Vice President Vance’s planned vacation was disrupted when pro-Ukraine demonstrators swarmed the resort, leading to his relocation. Protesters labelled Vance a “national disgrace” and urged him to “go ski in Russia,” highlighting domestic discontent with the administration’s approach. (Sources: New York Post, Daily Telegraph)

Ukrainian Public Sentiment

Within Ukraine, the public largely rallied around President Zelenskyy, viewing his firm stance as a defense of national interests. Citizens and officials expressed dismay at the confrontation, perceiving it as a setback that potentially benefits Russian interests. Social media buzzed with memes and criticisms, reflecting concerns about the apparent benefit to Russian President Vladimir Putin as a result of the confrontation. (Source: The Times)

International Reactions

European leaders quickly voiced strong support for Zelenskyy following the incident, emphasizing the need for steadfast backing of Ukraine against Russian aggression. This solidarity aimed to counterbalance the strained U.S.-Ukraine relations resulting from the Oval Office exchange. (Sources: The Guardian, Wikipedia)

Media Coverage and Public Discourse

Media outlets and public figures have extensively discussed the confrontation, analyzing its implications for international diplomacy and internal politics. The incident has become a focal point for debates on foreign policy, leadership styles, and the future of U.S. involvement in global conflicts.

For a detailed analysis of the confrontation, you can watch Erin Molan’s coverage: Watch here.

Was the White House confrontation a genuine derailment of negotiations, or was it masterful narrative control by the United States President and Vice-President?

Corporate Parallel in High-Stakes Leadership:

Key Question: Are you shaping the perception of your leadership, or is someone else defining it for you? Consider the following scenarios:

A CEO handling a controversial policy shift – Do they proactively set the narrative, or do external forces define it for them?
A company facing regulatory scrutiny – How does the board engage with legal teams, media, and key investors?
Chairman of the Board – addressing public perception at shareholding meetings or senate enquiries

Key Takeaways for Corporate Leaders: Conflict, Influence, and Reconciliation

Avoid the Echo Chamber – Surround yourself with trusted challengers, not just emotional supporters.
Seek Resolution, Not Just Victory – Conflict should lead to innovation, not division.
Balance Decisiveness with Diplomacy – Not every battle needs a winner; some need a resolution.

Ultimately, consultation doesn’t abdicate decision-making, and high-stakes leadership isn’t about popularity isolation — it’s about outcomes.

Rule Book: Conflict & Reconciliation in High-Stakes Leadership

High-stakes leaders don’t play by our rules. The behind-the-scenes playbook for everyone at your table has moves on it you know nothing about.

The Trump-Zelenskyy-Vance White House exchange in the sound-bites replayed across the airwaves and screens was messy, tense, and high-risk. It highlighted:

The role of bystanders, media, and activists – Leadership is not just shaped by those in power but also by those who report on, react to, and mobilise around key decisions.
The importance of strategic messaging – Even the right message, delivered the wrong way, can backfire, shifting the power dynamics in unexpected ways. If it was your intention to be polarising, be prepared for the fallout.
The risk of mismanaging stakeholder influence – Every leader has an audience, both seen and unseen, and their interpretation of events shapes your legacy. Be accountable for the good, the bad and the ugly ramifications.
The role of reconciliation in leadership – Leaders must manage conflict with intentionality, adaptability, and long-term thinking to sustain influence and credibility.

Leading Change | Coffee Conversations, Cross-Functional Teams and Shaping the Narrative

Jeanne and I left our conversation this morning, conscious the political commentary would be ongoing, conflict in the regions would take time to resolve, the USA doesn’t have unlimited funds, people are dying and there is always more to high-stakes leadership than we are ever told.

That’s why leading change well is vital.

The right transformation team can help your cross-functional groups understand the change readiness and impacts, and the unfolding nuances and risks they may encounter as stakeholder meetings occur and communications across diverse channels take off like wild fire.

Remember, change messaging begins at the first whisper.

Stay focused on the mission

I, for one, refuse to be driven by mainstream media, ‘I stand with’ slogans or shying away from the position description requirements, my faith principles and the organisational values I align to. Let’s get on with business, pursue reconciliation and responsibility. Ordinary people matter, but feelings can be deceitful and tough times require robust conversations and tough decision-making. High-stakes leadership isn’t for the faint-hearted.

As Erin Molan shared, it is remarkable we were able to witness what took place on February 28, 2025. A new level of transparency indeed. But back to you and I.

Jeanne and I will meet again next week. We’ll sip our cappuccinos, safe from harm, and discuss world events through our differing eyes. I’ll be back leading change, coaching executives and facilitating key conversations with stakeholders. You’ll be back doing what needs to be done.

As leaders, you and I will be judged by the decisions we make, the words we speak and the actions we take.

“Are you shaping your leadership legacy, or are others shaping it for you?” Tarran Deane

Like this article? Here are a few more from our Leadership stream you can explore:

Fast-Tracking Workplace Transformation: Lessons from MOTOGP 2025 by author Tarran Deane

Leadership Conversations: Recruitment & Change, a Case Study by Author Tarran Deane

Leading Through Change Fatigue

About Tarran Deane | Change Management Strategist in Australia

This is a thumbnail image of Tarran Deane

Tarran Deane is a Transformation Specialist and Senior Change Strategist renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, Australia she partners with organisations across the country and overseas bringing over 21 years of expertise in driving meaningful, measurable change that builds community and strengthens relationships.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Government, Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

You’re welcome to share this article with your network.

in Leadership

by Tarran Deane

the Whitehouse Meeting – A Little Background on Ukraine, USA, Russia, NATO and How We Got Here

Background of Whitehouse Meeting Ukraine and USA: High-Stakes Diplomacy, Stakeholder Engagement, and Leadership Analysis

Method:

This background analysis was undertaken on Sunday 2nd March 2025 by the author, Tarran Deane in preparation for the leadership article reviewing White House Events of 28 February 2025 USA Local Time.

Purpose

To further understand the background leading up to this meeting on 28 February USA time.
To then create the accompanying article for corporate and government leaders.

History of Ukraine

Ukraine’s history is rich and complex, shaped by various cultures and civilizations over millennia.
While there is no direct historical evidence linking ancient Israelites to the territory of present-day Ukraine, the region has been influenced by numerous peoples and events that have contributed to its diverse heritage.

Early Inhabitants and Ancient Civilizations

Archaeological findings indicate that humans have inhabited Ukraine since at least 32,000 BC. During the 7th and 6th centuries BC, Greek colonies were established along the northern coast of the Black Sea and the Crimean Peninsula, integrating the area into the broader Hellenic world. Subsequently, the region saw the presence of various nomadic tribes, including the Cimmerians, Scythians, and Sarmatians ([Britannica](https://www.britannica.com/place/Ukraine/History)).

Modern Independence

Ukraine declared independence from the Soviet Union on August 24, 1991. Since then, it has navigated challenges in establishing a stable political system and has sought closer integration with Western institutions ([State Department](https://history.state.gov/countries/ukraine)).

Ukraine-Russia Relations Since 1991

Ukraine’s relationship with Russia has been complex, shaped by historical ties, economic dependencies, and geopolitical ambitions.

2014: Crimea and War in Eastern Ukraine

In 2013, President Yanukovych rejected an EU trade deal under Russian pressure, sparking the Euromaidan protests, which led to his ousting.
Russia annexed Crimea in 2014 and backed separatists in Donetsk and Luhansk [BBC]

2022–Present: Full-Scale Invasion

Russia launched a full-scale invasion in February 2022, citing NATO expansion as a concern [Reuters] .

Foreign Aid to Ukraine

Since 2022, Ukraine has received substantial financial and military support, approaching $260 billion.

United States | Total Aid: $119 billion as of February 2025 [New York Post]
European Union | Total Aid: $138 billion Approximately [Guardian]

Security Guarantees and Exchanges

Some financial assistance packages involve loans, economic concessions, or policy adherence.

USAID Loan Guarantee

The U.S. backed a $20 billion loan to Ukraine, using immobilized Russian sovereign assets as security [CRS Report]

Mineral Rights Agreement with the U.S.

Ukraine and the U.S. negotiated a deal granting the U.S. a 50% revenue share from Ukraine’s critical mineral sales, though it remains unfinalised [Wall Street Journal].

SWOT Analysis of the U.S.-Ukraine Meeting | Tarran Deane

Recent tensions between Ukraine and the U.S. escalated after a highly publicized White House meeting.

Strengths

Ukraine: Increased European support following U.S. tensions [Guardian]
USA: Reasserted diplomatic leverage in negotiations [Foreign Policy]

Weaknesses

Ukraine: Strained U.S. relations and economic uncertainty [Newsweek]
USA: Diplomatic fallout and criticism over its handling of the meeting [Foreign Policy]

Opportunities

Ukraine: Strengthened European alliances.
USA: Opportunity to realign foreign policy.

Threats

Ukraine: Potential reduction in U.S. support.
USA: Loss of global leadership credibility.
Russia: Strategic advantage in the diplomatic fallout.

Erin Molan on Transparent Leadership

Australian journalist Erin Molan has long championed transparent and courageous leadership. Her views resonate with the importance of confronting challenges with integrity, especially in high-stakes international diplomacy [Jerusalem Post]

Analysis Through Leadership and Change Lenses | Tarran Deane

This event highlights several leadership themes:

High-Stakes Complex Change

Rapid diplomatic shifts require agile and strategic responses. Ukraine must reassess its alliances to secure ongoing support.

Stakeholder Engagement

Failure to effectively engage stakeholders can lead to diplomatic missteps.
Ukraine must balance U.S., European, and global relationships.

Communication That Confronts

While direct communication is valuable, the failure to manage tone and diplomacy can damage relationships.
Transparent leadership, as highlighted by Erin Molan, remains critical in global politics.
For the detailed article click here

About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, Australia she partners with organisations across the country and overseas bringing over 21 years of expertise in driving meaningful, measurable change that builds community and strengthens relationships.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

You’re welcome to share this article with your network.

in Leadership

by Tarran Deane

Fast-Tracking Workplace Transformation: Lessons from MOTOGP 2025 by author Tarran Deane

🏍️ Fast-Tracking Workplace Transformation: Leadership Lessons from MOTOGP 2025 🏁

MOTOGP 2025 is here! And just like the race track, Australian workplaces are gearing up for a fast-paced season of change.

With a Federal election looming, fringe benefit periods ending, FY2025 financial forecasting, and draft budgets for FY2026 presentations to boards being tweaked, decisions made now will determine who makes the starting grid on July 1 and who forms the all-important pit crew.

All this brings requires energy and effort. It can produce uncertainty and anticipation.

C-Suite, Change Boards, and contractors—your race strategy matters. It’s not just about securing pole position; it’s about making sure your team is aligned, your change initiatives have traction, and your organisation is set up to win in the long run.

Lessons from MOTOGP 2025 for Workplace Transformation

🏎 Lesson 1: Strategy Wins Races and Change Initiatives

Every winning team enters a race with a clear strategy—leaders must do the same in transformation. Without a roadmap, organisations risk running out of fuel before reaching the finish line. Define clear goals and align your team before the green light.

🏁 Lesson 2: Pit Stops are Essential—So is Recovery

Even the fastest racers must take pit stops. Leaders must recognise when to pause, reflect, and adjust. Sustainable success means balancing speed with strategic recovery, ensuring teams don’t burn out before the fiscal finish line.

🔄 Lesson 3: Adaptability is the Key to Winning

Track conditions change, weather shifts, and new competitors emerge. Workplaces, too, must be agile. The ability to assess data, pivot when needed, and embrace continuous improvement is what separates great teams from the rest.

🔄 Lesson 4: Engagement and Communication

🔹 End-of-year contracts were the headline news in 2024. But what resonated most on social media? The letting go of people, the team formations, the onboarding, and the real-life trials and triumphs of adapting to new roles, working styles, and the high-stakes game of transformation. Yet, just as in racing, true endurance comes from knowing when to push and when to pause.

🔄 Lesson 5: Pre-Season Remember and Celebrate the Past

The best riders—and the best leaders—celebrate the wins, learn from the sprints, and make time to rest and recover, both physically and mentally. After all, no one takes the podium without understanding that recovery is just as strategic as acceleration. Sustainable success isn’t just about how fast you go, but how well you pace yourself for the season ahead.

🔄 Lesson 6: Go Live Adapt with the End in Mind

🚥 But not everyone starts from the grid. Jorge Martin, 2024 World Champion is benched after major crash during testing in early February 2025, requiring recent wrist surgery—a stark reminder that testing the limits (whether in technology or change management) comes with risks and consequences. The best teams prepare for both the unexpected pit stops and the victory laps.

🔄 Lesson 7: Measure the Data & Monitor the Performance

🔧 Behind every great race team, the Crew Chiefs are reviewing practice data, analysing results, and fine-tuning strategies. This is no different in business—leaders must continuously assess performance, adapt approaches, and ensure their teams are primed for success when the stakes are high.

Get a little excited with me and pump up your tires for the season ahead.

🏁 Are you and your team ready to hit top gear? Watch the MotoGP pre-launch below and get ready for an epic season:

📽️ Video: MOTOGP 2025 Pre-Launch

🔗 Read more insights and gear up for change at tarrandeane.com

#ChangeManagement #MOTOGP #OrganisationalChange #FutureOfWork #Leadership #WorkplaceTransformation #DigitalTransformation #Strategy #CourageToChange #FY2025 #FinancialYearEnd #ChangeLeadership

About the Author: Tarran Deane | Leadership Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, she partners with global and government organisations across Australia including Brisbane, Northern New South Wales, and Canberra, bringing over 21 years of expertise in driving meaningful, measurable change.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the:

Government, Finance, Tourism, Health, Education and Not-for-Profit Disability, Aged Care, and Community Services sectors.

She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Leadership Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

When Tarran’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle – she upgraded from the 600 a long time of go, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

After a left knee and ankle injury in late 2024, she’s been anticipating the autumn dry roads and fast corners the next few months will hold for her.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

You’re welcome to share this article with your network.

in Leadership / Workplace Transformation

by Tarran Deane

Leadership Conversations: Recruitment & Change, a Case Study by Author Tarran Deane

Framing feedback, trust, and meaningful dialogue in leadership, recruitment and stakeholder engagement during change activities

Context – The Situation | A Candidate Recruitment Conversation

In today’s fast-paced professional environments, conversations—whether in stakeholder engagements, leadership meetings, candidate interviews, or change management discussions—can sometimes feel rushed, transactional, and lacking in depth.

Last year, I found myself on the receiving end of one such conversation following an interview process that didn’t go as planned.

I knew the where and when of this interview had pushed me outside my comfort zone. I was interstate, managing an unexpected family challenge, coupled with internet issues, all while trying to maintain composure and professionalism. Despite that, I stayed present and engaged, though I could feel the pressure more than usual.

It was a timely reminder that everyone has their own challenges—whether in a job interview, stakeholder engagement, or leading change. The lead interviewer might have been new to their role, possibly just a week in, navigating their own workplace learning curves. The two-person online interview panel were warm, engaging and gracious as we laughed, responding, “Well, you’ve answered 2-3 questions with that response.”

STAR method? Out the window that day, I’m afraid.

Personal Reflection

The following week, I followed up with the external recruiter. He answered on the fly—I could hear it in the background noise and the slight change in breathing as he walked. His feedback was curt and to the point:

“You spoke too long on the first question.”

Delivered immediately after informing me I wasn’t moving forward, the words landed heavily. His tone may have simply reflected his own preferred communication style, rather than a personal judgment against me. But in that moment, it felt like it.

Seeking clarity and alignment—as we do in change management and leadership—I’d confirmed with the interviewers directly prior to wrapping up our time together:

“Were there any questions you had left unanswered?”

“No,” came the reply, with a kind overview of the process moving forward if next steps were to occur. For them, it had felt like a conversation.

At that moment, I was reminded of something I often tell my executive coaching clients:

“The skills that got you the job, if they do, won’t be the skills that keep you in the job.”

Sometimes, the right doors don’t open—because they’re not meant to.

I took two hours to process what had been said. I replayed the interview, dissected the conversation, and unpacked what went wrong. The abruptness of his delivery echoed in my mind, making it harder to separate the message from the sting.

But as I reflected, I realized something:

Feedback like this—though painful—can be one of the greatest gifts for growth AND context does matter. It won’t come as a surprise to some that I made my living as a Professional Speaker for more than a decade, presenting on platforms both in Australia and overseas. Big differences between the stage and the little screen on my Mac.

We keep learning and refining.

As Proverbs 4:7 says:
“Wisdom is the principal thing; therefore get wisdom. And in all your getting, get understanding.”

In leadership, stakeholder engagement, and change management, wisdom doesn’t come from perfection—it comes from humility, learning, and adapting when things don’t go as planned.

So, let’s review how you and we can frame feedback, trust, and meaningful dialogue in leadership, recruitment and stakeholder engagement

Character – Integrity, Intent, Capabilities, and Results | Personal Leadership Qualities

As Stephen M. R. Covey outlines in “The Speed of Trust”, trust is built on character and competence—specifically integrity, intent, capabilities, and results.

In that interview setting, these elements were at play on both sides. The recruiter likely intended to provide direct, constructive feedback but delivered it in a way that lacked warmth and understanding. My own intent was to bring my best self to the table, but external pressures fractured my focus.

Key Leadership Reflection:

Integrity and Intent: Are we approaching conversations with the right heart?
Capabilities and Results: Do our communication skills align with our intent to foster trust and connection?
Show some grace to yourself and others.

Content – The Exchange of Information | Stakeholder Engagement

The core of any meaningful conversation is the content—the information shared and how it’s communicated.

In this case, the feedback was valuable but delivered without nuance or empathy. It was transactional, not transformational. Great leaders and recruiters know that how you say something is just as important as what you say.
Leadership Insight:

Are we exchanging information, or are we connecting?
Is our feedback designed to correct, or to empower and guide?

Cadence – Pacing, Pauses, and Provoking Stakeholder Engagement

Cadence—the pacing and flow of conversation—can either foster engagement or stifle it. In my interview, the lack of pauses, space, and two-way dialogue made the interaction feel rushed and transactional.

In leadership conversations – and speaking from the platform – pauses invite reflection.

Pacing allows for engagement.

Provoking (positively) encourages dialogue and curiosity.

Key Leadership Reflection:

Are we allowing space for reflection and meaningful exchange?
Are we pacing conversations to build trust and rapport?

Conflict – Redirecting Without Diminishing | The Tension in Conversations

Every conversation carries the potential for conflict—even subtle forms, like misunderstandings or unmet expectations. The recruiter’s direct feedback, though not ill-intentioned, felt abrupt and diminished the value of the interaction.

Great leaders and communicators know how to redirect a conversation without diminishing the value of the person. It’s about acknowledging the gap while preserving dignity.

Leadership Insight:

Are we correcting behavior while still valuing the individual?
Are we aware of how our words may impact someone’s confidence or perception?

Clarify – Bold and Humble Leadership

Simon Sinek said it best:

“Don’t show up to prove, show up to improve.”

That small shift in mindset can turn feedback moments from combative to collaborative, creating space for learning and connection.

You can catch the Simon Sinek video here

In leadership, clarifying is about courageously addressing misperceptions without slipping into defensiveness. Leaders who clarify do so with boldness and humility, understanding that correcting an impression isn’t self-justifying—it’s building trust.

In that interview, I missed the opportunity to keep my response to a succinct minute or two and clarify in the moment—perhaps to pause and say, “Would you like me to focus on key points, or expand on that further?” But the real takeaway was the importance of creating space in conversations where both sides feel empowered to clarify expectations.

But then again, contrary to Simon Sinek’s taking full ownership of the feedback, there could have been another reason.

At the end of the day, perhaps “He’s Just Not That Into You”

Reflecting on Simon Sinek’s video, where his date remarked “This,” waving her hands towards him, “this was all too much,” I realized sometimes it’s not about right or wrong—it’s about fit. In both dating and professional interactions, there are moments where, despite effort and preparation, it simply isn’t the right match. And that’s okay.

Key Leadership Reflection:

Are we courageous enough to clarify misperceptions?
Do we create environments where others feel safe to do the same?
Change resilience and maturing, means letting go of rejection and reframing the narrative.

This is Your Call to Action – Lead Conversations That Build Trust

Whether you’re a recruiter, a leader, or a candidate navigating interviews, conversations are where trust is built or broken. It’s always personal before it’s professional.

Remember these simple, yet powerful steps:

Context & Character: Lead with intent—know why you’re engaging and ensure your communication reflects that.
Content & Cadence: Listen with empathy—you never know what someone else might be navigating.
Clarify Conflict: Pause for clarity—make space for questioning, reflection, redirection and correction without diminishing value.
Call to Action: Follow-up – Stay connected, re-engage with your stakeholder, customer – and candidate.

Whether you’re a recruiter, a candidate, a change manager, in a leadership position now, or seeking new roles in the future (internally or directly)—value both your offering and your personhood. Determine alignment to the organisational values and position yourself to learn and grow.

You never know what someone else is going through or what conversations are happening behind the scenes, outside of your control.

Lead conversations with integrity and intent, character and kindness.

Because trust—like leadership and managing all aspects of change and stakeholder engagement—is built one conversation at a time.

What’s your trust bias say about you?

Do you start with a positive baseline of trust and build it from there?

Like this article? You may like these resources I curated for you:

Click to Watch Simon Sinek on Mastering Trust in Remote Teams: Beyond the Meetings
Click the LinkedIn Course ‘Nano Tips for Nailing Your Job Interview with Sho Dewan’
Click to Learn more about communicating with stakeholders
Grab a copy of the Emotional Intelligence eBook by Tarran Deane

About the Author: Tarran Deane | Leadership Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, she partners with organisations across Brisbane, Northern New South Wales, and Canberra, bringing over 21 years of expertise in driving meaningful, measurable change.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the:

Government, Finance, Tourism, Health, Education and Not-for-Profit Disability, Aged Care, and Community Services sectors.

She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

When Tarran’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

You’re welcome to share this article with your network.

in Leadership

by Tarran Deane

Leading Through Change Fatigue

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Change Fatigue and Change Capacity: How to Lead and Thrive Through Organisational Change

The Hidden Cost of Constant Change

Change fatigue and change capacity are at the core of today’s leadership challenges. A senior executive recently confided, ‘I’d rather resign than lead another change initiative.’ This sentiment echoes across sectors—from finance leaders overwhelmed by market volatility, government officials navigating election outcomes and policy reforms, not-for-profit directors facing funding uncertainties, educators integrating new technologies, to healthcare administrators implementing new patient care models.

In these diverse fields, leaders are experiencing change fatigue, where the relentless pace of organisational transformation leads to change saturation, leaving them disengaged, burned out, and questioning their capacity to continue. When resilience wears thin, even the most capable leaders can feel overwhelmed by the unrelenting pace of change.

And let’s face it—if you’re one of the tired ones, you might not even have time to read this. So, resist the urge to pull away, grab your water bottle or favourite cuppa and let’s dive in.

Quick Refresh: What Exactly Is Change?

In an organisational change management context, change refers to any initiative that alters processes, systems, tools, job roles, or structures within a company. And no, it’s not just about replacing an outdated tech system.

These change initiatives aim to improve efficiency, tackle challenges, or seize new opportunities—but they also require employees to adapt. And while many leaders are quick to hire a Project Manager or even a Change Manager, that’s just two-thirds of the solution. The missing piece? Activated, engaged leaders like you from across the business; you can’t do this on your own.

The beauty of effective change leadership: there are many ways to embed the support you need. My favourite? Working alongside leaders and project teams to build a coalition of change sponsors and do change well.

10 Aspects of a Person’s Job Impacted by Change

Understanding how your people are impacted is the first step in effective stakeholder engagement.

Prosci identifies 10 key aspects of a person’s job that can be affected by change, including processes, tools, reporting structures, performance reviews, and even compensation (Prosci Article). Grasping these dimensions helps leaders anticipate resistance and design strategies that actually support their teams.

The Australian Public Service Commission (APSC) warns that unmanaged constant change leads to apathy, frustration, and—let’s be honest—poor performance (APSC Source).

But here’s the million-dollar question: Are your top leaders about to walk out the door—or worse, stay and disengage?

Why Change Fatigue Is Rising—And What’s at Stake

Organisations often assume resistance is the biggest hurdle in change management. The real threat? Overload, change saturation, and exhaustion.

Executives are managing back-to-back business transformations without enough time to embed one change before the next begins. A survey highlighted in The Times found that 38% of leaders in large companies would prefer to resign rather than lead another change initiative, with the frequency of significant organizational changes rising from an average of two annually before 2020 to nine in recent years (The Times).

I coined the term ‘EDD’ drawing on 9 years as an executive in the not-for-profit sector, 10 years coaching and consulting across Aged Care, Finance, Banking, Education, and Health, and 5 years leading change management in Federal and Local government.

EDD describes:

Emotional Exhaustion – Feeling drained, passion dwindles, and the risk of burnout skyrockets. Emotional exhaustion doesn’t just drain energy—it chips away at a leader’s resilience, making it harder to bounce back and lead effectively.
Decision Fatigue – With too many decisions to make, critical thinking – and memory – slips.
Disengagement – Leaders mentally “check out” or jump ship entirely.

A staggering 74% of employees say they’re open to change, but only 43% feel capable of handling it (Prosci).

In mid-sized organisations, 80% experience change fatigue (APSC).

McKinsey & Company also found that, on average, 20% of a transformation’s value is lost after its initiatives have been fully executed, often due to insufficient time and resources dedicated to embedding changes before moving on to new initiatives (McKinsey).

If you’re in that boat, you’re definitely not alone.

The Shift: Building Change Capacity to Combat Change Fatigue

When I was 23, I decided to join a professional swimming squad and receive training for my second triathlon. I rocked up to the Gold Coast Miami Pizzy Park Olympic Pool (now known as Miami Aquatic Centre), a little anxious, a little self-conscious, but committed. I’d been swimming since I was a kid—how hard could this be??

Spoiler: It was way tougher than I expected.

After flailing through my first few drills, my coach said,

“You’re working way too hard. There’s a better way.”

At first, retraining my “natural” form felt awkward. But with practice (and plenty of water up my nose), I learned how to swim smarter—not harder. Just like mastering swimming builds endurance, learning the right change frameworks strengthens leadership resilience, helping you go the distance without burning out.

That’s how change leadership should feel. Leaders like you need frameworks that help them:

Know who’s on their team
Sprint when needed
Pause and breathe
Maintain a steady pace
Cross the finish line
Reflect, learn, and celebrate

Frameworks like Prosci’s Prepare, Manage, and Sustain model help leaders move through change without gasping for air (Learn more).

Combat Change Fatigue: Building Leadership Resilience and Change Capacity

The good news? Change fatigue is preventable. Here’s how:

Put the Work In Upfront

- quantify the amount of time and effort will be needed to work on ‘this’ before you send out the invites
- At the concept stage, ensure the right experts are at the table and reconfirm their commitment based on participation expectations
- Identify the core problem—whether it’s outdated software or new legislation.
- Define your target audience and understand their journey.
- Highlight the root cause and consider the broader impact.
- Identify the secondary problems / considerations or potential barriers that will restrict the approval of a business case e.g. misalignment of values; disbursed teams; the ‘unknown’ etc.

Normalise Preparation and Recovery Time

- Have the green light from the approved business case? Verify your assumptions or inclusions have not changed – we know approvals can take months
- Like elite athletes, leaders need structured prep and recovery—because let’s be honest, you wouldn’t sign up for a marathon without training for it (unless you enjoy pain, of course). Recovery isn’t just a pause – it’s how resilience is rebuilt, allowing you and your team to. Tackle the next challenge stronger.
- Avoid launching major organisational transformations during peak operational periods to prevent change saturation.
- Be realistic with the quantifiable input vs. the available hours to #getstuffdone

Focus on What’s Staying the Same

- Amid constant change, anchors are essential. Reinforce core values and mission. This is critical and should be evidenced from the strategic plan through to the individual annual performance goals and success metrics.
- Create a “Stability Map” to highlight constants in your organisation.

Shift from Top-Down to Two-Way Leadership

- Leaders don’t have to carry the burden alone. Engage mid-level managers and teams. Research shows frontlines trust their immediate supervisors and the big honchos to deliver messages.
- Leverage the change managers and SMEs in your business to deliver targeted sessions, craft comms and be the conduits for exchange
- Use PULSE checks and ADKAR surveys to measure readiness and engagement.

Rethink Success Metrics—Watch the Numbers on the Clock!

- Track comms open rates, support tickets, culture surveys, and financials.
- Resource and equip your teams beyond go live to handle the increased surge in support required in the months following the change initiative
- Remember, change isn’t done until the frontline is fully on board and your customers inc. suppliers are showing evidence of adopting, using and becoming proficient with the changes.

Building Your Change Muscle—So You Can Go the Distance

Here’s the thing about swimming—at first, it’s survival mode. But with practice, your stroke smooths out, your breathing steadies, and before you know it, you’re actually enjoying it.

And just when you think you have a handle on it, you realise, there’s always something to learn – and unlearn.

Leading change is the same. Every change initiative builds your “change muscle,” making the next one easier and helping leaders build long-term change capacity.

Let’s Talk Change—And Maybe Even Have Some Fun With It

Change fatigue isn’t just a leadership problem—it’s an organisational challenge driven by change saturation. The key isn’t avoiding change but building resilience, taking care of yourself, measuring what matters, creating breathing space, and fostering strong change leadership. Because in the end, it’s not about avoiding change – it’s about building the resilience to thrive through it.

Your Call to Action

So, what’s your experience? Have you or your team battled change fatigue or change saturation? Share your thoughts in the comments—I’d love to hear how you’re navigating it.

And if you’re ready to:

normalise preparation and recovery time to combat change fatigue and strengthen change capacity,
rethink how your organisation handles change management and build sustainable change capacity,

now’s the time to take that first step. Prioritise your headspace, create bandwidth for your people, measure what matters and lead with impact. And if you need a little help navigating the journey, reach out—I’m here to help.

As my coach once told me, “It doesn’t have to be this hard. There is a better way.” So, what do you say—are you ready?

About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, she partners with organisations across Brisbane, Northern New South Wales, and Canberra, bringing over 21 years of expertise in driving meaningful, measurable change.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

You’re welcome to share this article with your network.

in Leadership

by Tarran Deane

Bravery and the Customer Experience During COVID

I’ve never considered myself exceptionally Brave.

And yet there is a special kind of bravery I see in the midst of COVID that goes beyond the frontline health workers and those calling the shots, however well intentioned. And while I’m not entertaining a debate about the vaxxed vs. the unvaxxed, I am calling out those folks who challenge those who are exempt from vaccinations, who driven by fear, cause those in the community to feel like second class citizens.

It’s time for an ethical and verbal stocktake of our behaviour towards one another after I accompanied a family member today to a retail outlet where the customer service agent misguidedly tried to embarrass her by asking to see her medical exemption for not wearing a face mask.

I am proud of my family member for boldly standing up for herself and stating, “You can’t ask me that. It is against the privacy act”. The sales lady waved a piece of paper in front of her and my relative walked out.

I understood both perspectives but even so, there are better ways to communicate and engage even through the challenges of navigating the COVID curve.

Here’s what I think we could all think about doing better in our businesses and community:

Check your SARS information and government requirements, roles and responsibilities, and check it again, before you sneer or speak out to customer or colleague
Check your own unconscious bias and think about what you’re about to say BEFORE you speak. You don’t even know that other person!

My own admission

Here’s what I mean, early 2020 when COVID first ‘broke’ and media outlets were starting with the mass broadcast of doom and gloom, fear and dread began to creep into our psyche’s and I for one found myself looking at tourists in our holiday community, thinking, “they’re too close! Why are they walking so closely?” Even as I passed them in my car. Suddenly I self identified as policing a stranger. Now two years on shopkeepers, hospitality and employees are pseudo-policing their peers and customers.

Same thing happened in the Warsaw Ghetto’s. Different enemy then but a similar human trait when it encounters fear. React, shame, polarise.

Your fear, my fear, safe hygiene practices and individual responsibility does not give people permission to lord it over others or diminish their worth.

Let’s continue:

Be quick to apologise when you’ve spoken out of turn – not to a random third party but to the person you directly impacted, affronted or falsely accused
Be diligent with your own thought life, keeping a close check on perception vs. reality. After all real relationships are fact finding and perception can be like FEAR:
F-alse
E-vidence
A-ppearing
R-eal
Keep a mixed group of friends and colleagues that bring diverse perspectives to the conversations if you’re committed to genuine inclusion.

The last two years it’s been about COVID. The next 12 months might introduce other global factors.

If we lift our gaze above the current pressures and are genuinely committed to ethical, inclusive, values-based business then let’s be better human beings.

Oh and my relative, well she boldly called the manager of that retail outlet who agreed with her; they had no right to ask for it. The manager then spent time with her team member who’d made the scene.

I came back into the store that same afternoon, spending $900. It’s almost a sale they missed out on and their reputation could have been damaged. The team member recognised me and apologised, tearing up, stating she “didn’t have the right information” and she “has an elderly Dad” and “some other customers were in who’d been really rude.” I empathised saying, “COVID’s been hard on all of us and each of us are going through something we know nothing about. Thank you for your apology.”

Let’s remember, long after COVID leaves us, the community we live in belongs to ALL of us and we each have the right to privacy and dignity.

Let’s trust each other and believe the best of people because we’ll all need time, grace and an extra shot of BRAVERY to get through the change curve.

@TARRANDEANE is a leading change and engagement specialist who’s focusing on BOLDLeadership during 2022. Learn more about Tarran when you visit her LinkedIn Profile.

in Change Management / Community / Customer Experience / Engage / Leadership / Self-Mastery

February in Focus Leadership Livestream with Tarran Deane

by Tarran Deane

February in Focus ~ The Leaders Livestream Daily at 530pm AEST BRISBANE Australia Time Tarran Deane

Leaders everywhere are catching their breath this February. There’s still a lot going on: COVID, Budget prep and BAU. All in all it’s become ‘CAU’ – change as usual.

That’s why now, during February we have an opportunity, a window as it were, to be intentional with our focus. My personal, professional and ministry goal this month is to explore Our Form, Our Faith and the Power of Fasting.

February in Focus ~ The Leaders Livestream Daily at 530pm AEST BRISBANE Australia Time Tarran Deane.

Catch my Launch Video When You Click Right Here

The Details

In this new Daily Podcast, Leadership Expert Tarran Deane discusses a chapter from The Alphabet Principle ~ Your A-Z Guide to Being a Compelling Leader.

Hosted at 530pm from her front verandah, this conversational Livestream and video blog promises to be interesting, relaxed and maybe even surprising.

Your Invitation

If this seems like a good fit for you or you’d like to virtually pop on by, then you’re invited to join Tarran Via Facebook Live @tarrandeane or catch the replays via her Linkedin @tarrandeane profile and TarranDeanecom blog

Let’s get focused!

Watch the Launch Video Here and connect with Tarran via Facebook @tarrandeane

in Book - The Alphabet Principle / Executive Coach / Featured / Leadership / Livestream