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

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

The Kindness Economy: From the Scoffer and Shamer to the Banker and Butcher

The Kindness Economy: From the Scoffer and Shamer to the Banker and Butcher

This is a story about personal connection that navigates change, builds brand loyalty, and indirectly offers a meaningful return on investment. The Kindness Economy could apply to any person, town, or workplace. Change happens one person at a time.

Are you someone who, with a simple quip, cuts others down? Or are you thoughtful with your words, a ‘cut above’ with your customer service?

Everything changed.

I was scheduled to give my PROSCI® presentation that evening and be assessed to receive my PROSCI® certification. It was 5 December 2019. Earlier that afternoon, I had missed a call from my mum while in class, and I took the opportunity to call her back on my way to my room before dinner and the evening’s assessment with the trainers.

Everything changed.

Her words came out matter-of-fact. She was almost curt. Didn’t want a fuss. Didn’t want any of us rushing down to country New South Wales, acting as if she were dying. She was processing. The call was short. Bad news was delivered swiftly. I stood in the centre of my hotel room, in shock. Mum was calling my siblings next. It would be a shock for them.

Everything changed.

Lesson 1. Everyone is going through something – the Kindness Economy

The Kindness Economy was evident as I quietly approached my course facilitators and shared briefly that I’d received some difficult news. They offered to defer my assessment so I could travel. I graciously declined, knowing Mum didn’t want a fuss and I was at least an 11-hour drive away. Numb yet present, I was awarded the PROSCI® certification and have loved using it since that day.

I left the venue on 6 December 2019 and drove to meet my sister in nearby Brisbane, an hour south-east of where I’d been. Driving through bushfires, ash, and smoke, my car ate up the miles. My sister and I held each other.

Everything changed.

Lesson 2. Hope is a strategy – the Kindness Economy

Facing surgery for life-threatening conditions, my mum was advised to wear a mask if she ‘had to go over town’, as we say in the country. It was December 2019, the height of the Australian summer and months before COVID restrictions hit us.

Everything changed.

Following two life-saving surgeries, my mum has rarely left the house over the past five years, except for medical appointments, errands, and a few family events.

Until recently, when a new doctor offered her hope. She’d need to be on medication for the rest of her life, but she didn’t want that to be front and centre of her mind anymore. She wanted to live. In the past month, she’s started setting more goals. Her aim: to make a solo trip ‘over town’, to browse the shops and perhaps buy a few articles of clothing, something her new doctor encouraged. She’d still need to take precautions, just as many people do when facing major changes in their health.

Everything changed.

The Kindness Economy was alive, and it is powerful.

Lesson 3. Be like the Banker with Words that Build – the Kindness Economy

Every Saturday since early COVID, Mum and we siblings have a FaceTime call. Mum had told us the week prior how excited she was about her solo outing.

On the appointed day, she parked her car, popped on her mask, and walked the short distance to the bank. She knew one of the two ladies behind the counter and waited patiently at the head of the queue for her turn.

Everything changed.

Don’t be that Person – The Scoffer and the Shamer

A man finishing his transaction at the teller glanced up, and Mum faintly recognised him as a retired business owner from one of the town’s retail shops. As he looked at her, he smirked and scoffed. Turning back to the teller, he made a comment, then shook his head at Mum, chuckling as he walked out.

Mum was shocked by his behaviour.

Be like the Banker with Words that Build – the Kindness Economy

As she stepped forward, the teller asked, ‘How are you?’ From beneath her mask, Mum replied, ‘I don’t appreciate being mocked by another customer. No one knows what I’m going through.’

All Mum’s hope for that day shrank. She felt mocked and ashamed, unseen and misunderstood.

The supervisor came over and asked what had happened. The banker replied, ‘Oh, (insert name), I am so sorry.’ They spoke for a short while. Tenderly, Mum’s local bank, who had sent her flowers years ago when she first received her diagnosis, invested once more in the Kindness Economy. They were still doing good.

Holding back tears, Mum left the bank and drove to the butcher, deciding to head home afterward. She felt blindsided, no longer safe or excited, foregoing her long-awaited goal and reward.

Lesson 4. Be like the Butcher, a Hug and a Cut Above – the Kindness Economy

Wearing her glasses and mask, my petite mum looked even smaller, and it must have shown. She ordered lamb cutlets from the butcher, who gently, warmly, and affably asked how her day was going.

‘Fine until my experience at the bank,’ she replied.

He clarified, ‘Who was it? A bank employee or another customer?’

‘No, a customer,’ Mum said.

The butcher wrapped up the meat, took Mum’s payment, then walked around to the front of the counter, opened his arms, and hugged her.

‘Don’t you let those turkeys get you down. You remember that.’

I’ve thought about calling the local radio station to shout the praises of these two individuals.

While Mum still hasn’t gone on an outing to buy her clothes, the scoffer and shamer’s words were overshadowed by the kindness of the banker and the butcher.

Everything changed.

A Reminder….

The Kindness Economy is good for business. This story reminds us that we have good people working in our businesses, organisations and communities. When we genuinely engage with our customers and colleagues, we ‘see’ people. It’s one of the many reasons why ‘change happens one person at a time’.

Everyone wears masks of some kind.

Everyone has the opportunity to be kind.

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations in Brisbane, Gold Coast, Northern New South wales and Canberra. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

This article can also be viewed on LinkedIn: https://www.linkedin.com/pulse/kindness-economy-from-scoffer-shamer-banker-butcher-tarran-kdbic

in Change Management

by Tarran Deane

Change Management – People and Perceptions

So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Suppose you’ve been around the block a few times in the workplace. In that case, you know the drill: new change comes in, people nod along, but behind the scenes, there’s a fair bit of eye-rolling, and everyone’s asking themselves the same question: Why does this feel so hard? Whether it’s a new tech rollout, process overhaul, or even just a reorganisation, the pattern can feel painfully familiar. And sometimes, it’s not just the change itself; it’s the way change is managed, and the way you respond to it. Change Management – People and Perceptions – a very interesting mix before the first plan is ever written.

“Resistance is not a call for change to stop, but a sign that people are concerned about how it will impact them.” — PROSCI® ADKAR

Ahhhh… People and Perceptions

So here’s the deal. Let’s first take a look at why perceptions of change managers swing wildly between “thank goodness you’re here” and “who invited this person?” Understanding the good, the bad, and the downright ugly sides of how we experience change—and the people managing it—might just give us the push we need to look at change a little differently.

Understanding Your Change Manager: The Good, the Bad, and the Ugly

Change managers have one of the toughest jobs in the change management process. When things go well, they’re the unsung heroes; when things don’t, they’re often the scapegoats. Here’s what we’re talking about when we say ‘the good, the bad, and the ugly’ of how change managers get perceived during organizational change.

The Good: Champions of Clarity

Good change managers make a difference. They keep people in the loop, clarify why things are changing, and answer the big “what’s in it for me” question. They’re not just ticking boxes; they’re helping make change actually work. They show up, listen, and understand that people need time to get on board.

The Bad: Process-Heavy and Detached

Sometimes, though, it feels like change managers are all about that process. You’ve seen the endless emails, the forms, the plans, the checklists, and the “touchpoints” that don’t touch anything relevant to what you’re doing. When change managers get too bogged down in theory, they start to feel like they’re missing the point—and that’s when people start tuning out.

The Ugly: Receiving Blame for Missed Marks

Then there’s the dark side. As the “face of change,” change managers can sometimes be on the receiving end when things don’t work as planned. They’re often seen as responsible for any disruptions, whether the issues stem from the change management process itself or from unrelated project challenges. This narrow view can turn change managers into easy scapegoats, even when they’re working hard with sponsors, project managers, and key stakeholders to make things go as smoothly as they can.

Why Are We Like This? A Look at Our Own Reactions

Alright, so maybe we’re being a little harsh on change managers here. It’s only fair to ask, why do we often react so negatively to change in the first place? Here’s the thing: it’s not really about the change manager—it’s about us. When we feel overwhelmed by change, it’s often because we’re carrying baggage from past experiences, and we’ve built up a few biases along the way.

You might have “confirmation bias” going on (where you’re just looking for reasons why change won’t work) or “status quo bias” (where doing nothing feels like the safest option). Either way, it’s easy to get stuck thinking, “Here we go again,” instead of giving it a fair shot.

The Secret Weapon: Personal Leadership (Yes, Even for You)

So what if, instead of waiting for the perfect change manager or the perfect project, we took a different approach? Let’s talk about something radical: personal leadership. It doesn’t matter if you’re the CEO or just starting out—showing up with a little personal leadership can flip your experience of change from something annoying to something, dare we say, interesting.

“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek

Lead by Example

Be the person who actually reads the updates, gets the basics, and shows a willingness to adapt. People notice, and it sets a tone for others. Leadership isn’t a title; it’s an attitude.

Stay Focused on the Goal

Instead of fixating on how clunky the process feels, keep your eye on the bigger picture. Rally behind the company values and see how this change, however uncomfortable, fits into that mission.

Own Your Part

Accountability isn’t just for managers. Taking responsibility for your role in the change—whether it’s adapting to new tools, supporting team members, or staying flexible—doesn’t just help you; it inspires others to do the same.

Be Open, Be Curious

Instead of “I don’t get it” or “We’ve never done it like this,” try asking questions and getting curious. You’ll be surprised how much just a little openness can change the way you feel.

Step Out of the Comfort Zone (a Little)

Growth doesn’t happen in the comfort zone. Pushing through the awkward parts of change helps everyone around you adapt faster and makes you a stronger contributor in the long run.

Be Welcoming

When organizational values are more than lip service, they show up in how you engage with everyone—including suppliers, customers, colleagues, permanent staff, fixed-termers, and contractors. Treating each person as part of the team and welcoming their ideas, perspectives, and experiences turns change from a top-down directive into a collaborative effort. Plus, it helps new faces, like change managers, feel like they’re working with you, not just at you.

Fact: Research by Gallup shows that teams with high levels of trust and inclusivity are 21% more productive.

What’s the Alternative? The Status Quo?

Here’s the kicker: if we don’t start seeing change as something we can work with instead of against, we’re always going to feel like it’s an uphill battle. So, what’s the alternative? Staying in the same place, missing out on innovation, and waiting for the “right” kind of change to come along? That’s not realistic. The truth is, growth means change—plain and simple.

People and Perceptions: Time for a Reality Check (and a Call to Action)

Let’s get real. The world’s not slowing down, and change isn’t stopping anytime soon. If anything, it’s speeding up. So next time a change is on the horizon, challenge yourself to step up and be the person who rallies behind it instead of fighting against it. It’s not about being a cheerleader for everything that comes down the pipeline; it’s about choosing to be proactive, engaged, and curious.

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

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How to Measure Change Management Success

My Dad was a builder. He’d often say, ‘measure twice, cut once’.

When it comes to leading change, success needs a plan. You need a scope of work with a clear view of organisational history and the foundation you’re starting from.

It’s a lot like building. Without a plan, tracking people progress in parallel to the workplace system, process or cultural changes the project team are working on, may be flawed. You’ll be off by degrees and trying to recover lost time. You’ll be chasing your tail and measuring more than twice!

Organisations spend time, money, and energy implementing change initiatives, but without measuring the ‘right things’, how can you tell if your data and efforts are on track or if you’ve truly made a difference?

The Opportunity for Personal Leadership

This is where individual, personal leadership comes into play. As change leaders, we don’t just roll out processes and expect results; we track, evaluate, and adjust our approach to ensure stakeholders are prepared as much as they can be, are able to manage the change phase when it’s deployed and have what it takes to sustain it into business as usual.

Every employee, no matter our role, has the opportunity to demonstrate leadership by understanding the nature of change and measuring the success of change within their area in ways that embrace organisational values and unity, going beyond the superficial.

Success is not simply about completing a project on time or within budget.

The Challenge Question

Here’s a question I invite you to reflect on: What does success really mean for your change initiative? Is it the number of people engaged, communicated with or trained? The systems put in place? Or is it something deeper—like the shift in culture, behaviour, and mindset across the organisation?

And are people digesting the findings of the assessments and interval reporting?

We often get caught up in ticking boxes—did we launch on time, did we stick to the budget?

But success in change management is that and much, much more. It’s about transformation. Have we truly embedded the change within the organisation, or is everyone just waiting for things to go back to ‘normal’? And what happens if they do go back to a pre-go-live state?

Empathy: The Struggle is Real

I understand the pressure you’re under. It’s easy to feel overwhelmed by the need to show quick wins, and sometimes it seems like the only way to prove success is by focusing on the short-term metrics—like adoption rates and immediate feedback. But true change takes time, and the results we’re looking for may not always be instant.

As a change leader, it’s crucial to balance the short-term gains with long-term impact. I’ve seen many organisations struggle with this. They launch new systems or processes, celebrate the rollout, and then… crickets. Months later, they wonder why things have drifted. That’s because success isn’t measured at the finish line of implementation—it’s measured in the weeks, months, and even years after.

When the technical solution, system or process change is the right fit for the business and delivers on the integration promise, then the successful speed of adoption, utilisation and skill proficiency occurs over time, one person at a time. That needs a whole lot of patience and bold leadership.

When the technical solution, as good as it may be, still requires too much customization or simply cannot be made to fit, bold leadership makes the tough call and rolls back. That decision also requires long-tail support and resoluteness to understand and measure employee capability gains while maintaining your strategic focus on the future. This experience will form part of ‘historical change’ and can be incorporated in the next round of Change Readiness Assessment data.

A Way Forward: Building a Measurement Plan

So, how do we ensure we’re measuring what really matters?

1. Define Success Early:
Right from the start, you need to define what success will look like. This isn’t just about operational metrics like ‘how many people were trained’ or ‘how many systems were rolled out.’ Think deeper—consider how the change will impact behaviours, decision-making, and overall organisational culture.

I’ve been using the PROSCI® Change Readiness Assessment tool for many years and I find it incredibly valuable whether I’m involved from the very start of a change initiative or stepping into an in-flight project, leadership role or consulting gig. It asks all the right questions. This becomes your building block to measuring change success.

2. Identify Key Performance Indicators (KPIs):
Develop KPIs that reflect both the immediate and long-term outcomes. Immediate KPIs might include system usage rates or the number of employees completing training. Long-term KPIs should focus on behavioural shifts—are people adopting the new processes without reverting to old habits? Are employees more engaged, and is productivity improving as a result of the change?

Have conversations with your Project Governance Board, ask the right questions. Does the budget provide for post-go-live adoption support if the technology solution won’t be ready to roll out until the eve of go-live? What does that look like? Once you have clarity on it, you can set about measuring change success.

3. Set Milestones Along the Way:
Create checkpoints throughout the change process, not just at the end. Regularly assess how things are going. Are people engaging with the change? Are there early signs of resistance or adoption? Adjust your strategy as needed based on real-time data.

I’ve used a bunch of measurement tools from Excel dashboards, to periodic online ADKAR Surveys and the PROSCI® advanced PROXIMA Dashboard for practitioners. I like the ADKAR Dashboard for its cumulative tracking and visibility of people shifting from red to green. Great resources and reporting is made easy. Be sure to check with your cybersecurity team for permission to use these tracking tools and connect them with the national liaison for PROSCI® to ask about enterprise solutions that meet requirements.

4. Involve the Whole Team:
Measuring success isn’t just the job of the project lead or the executive team. Everyone involved in the change must clearly understand what success looks like and how it will be measured. PROSCI® research confirms most employees will need communication and direction from their immediate supervisors and the big boss for benefits to be realized. That’s why activating change sponsors and ambassadors is critical to empowering your frontline to prepare, manage and sustain the changes in their work areas.

Tip: Design communications that are crafted for target audiences in multi-channel formats so information is mobile-friendly, and can be digested on the fly, in a way they like to process info e.g. take that written communication and do a talking head video over it. Post the hyperlink in multiple locations that can be accessed on the internal intranet and by external logins e.g. Microsoft SharePoint or Atlassian Confluence.

5. Use Both Quantitative and Qualitative Data:
Numbers are important, but they don’t tell the whole story. Combine quantitative metrics (like adoption rates, and performance data) with qualitative feedback (employee surveys, interviews) to get a well-rounded view of how the change is truly being received and integrated. This is where storytelling comes in. I like using the AI integration tool ‘CrystalKnows’ which provides wordsmithing tips for key personas.

Hot Topic Scenario: Hybrid Work and Change Management

Let’s talk about a real-world scenario we’re all facing: hybrid work. Many organisations are grappling with how to measure the success of hybrid work models. Is success measured by the number of people returning to the office, or by how well teams adapt to working in a flexible environment? The challenge here is not just about counting heads—it’s about assessing engagement, productivity, and employee satisfaction in a more fluid and dynamic work setting. This will no doubt be an interesting season ahead for the likes of Amazon and Tabcorp as reported in The Australian Financial Review.

Consider this: If employees feel more empowered, more engaged, and are able to leverage technology, create connections, and balance work and personal life better with a hybrid model, isn’t that a success in itself? Sometimes, the best metrics aren’t the ones that appear in spreadsheets—they’re the ones reflected in your employee retention and attraction rates and the behaviours and well-being of your people.

Call to Action

If you’re working with a Change Manager they’ll be asking you, “What’s in your business case? What are you hoping to achieve? How will you know we got there? What does good look like?”

If you want to ensure the success of your change initiatives, you need to start by measuring the right things. Don’t just aim for quick wins and surface-level metrics. Dig deeper. Ask yourself, What will success look like in six months? In a year? Define your KPIs early, check in often, and involve your entire team in the process. It’s not enough to implement change—you need to make sure it lasts and help your people to be successful too.

Anything else, is setting people up for disappointment when we’d prefer to be building people up.

So, take the first step today by identifying the key metrics that will truly define success for your organisation, and start measuring the real impact of change.

Sound like a plan?

About the Author

Thumbnail image of Tarran Deane, Director, Change Management and Transformation Specialist PROSCI® Certified, 21 years Experience, Public and Private Sector

Tarran Deane is an accomplished transformation specialist and change management leader and advisor, with a focus on helping organisations achieve sustainable transformation. As a PROSCI-certified practitioner and Grad Dip. Strategic Leadership, Tarran has led successful change initiatives across diverse sectors, empowering leaders to inspire and guide their teams through the complexities of change.
Tarran still works full-time connecting people to purpose and delivering change outcomes.

For fun…
When Tarran’s not busy with work you’ll find her riding through the hills near her home on her Ducati 800 Monster, watching MotoGP races on Kayo, intentionally catching up with family and friends, and trying to sing in key!

Connect with Tarran at www.TarranDeane.com or on LinkedIn @TarranDeane.

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in Change Management

by Tarran Deane

The Little Language Tweak That’s Going to Help Your Recruitment Interviews and Performance Reviews

The Language You Use Can Make Such a Huge Difference to Your Recruitment Interviews and Performance Review sessions.

I have this framework that I use for my calls with coaching clients when we’re reviewing what’s worked well and what their objectives are for the future.

It’s really simple and it goes something like this:

Establish what the coaching client wants by asking, “What does success look like to you?”

It’s the SAME for YOUR future and potential employees. Engaging in a conversation on equal footing is incredibly liberating. Here are some of the phrases I suggest you try asking the other person when you’re undertaking your next recruitment interview or performance review:

What does success look like to them in the next 12 months / at the end of the major project?

Then give them time and space to answer

How is their influence doing right now as a result of their leadership? What are they doing at this moment to try and get the success they’ve outlined?

Then give them time and space to answer

What are their roadblocks? What’s standing in their way and preventing them from reaching success.

Then give them time and space to answer

When they’ve answered these sample questions for instance, we’ve now got everything we need to create a plan that will take the business forward, build engagement and strengthen individual belonging to the business.

Whoa! Stop – Did You Catch That?

It’s not about ME taking on another task and designing a plan in isolation and telling them what I expect from them; nor is it about THEM going away, ticking a box, filling in the bullet points and emailing it back in some random kind of fearful way.

You see, everyone wants to feel valued, and ‘enough’ and like they have control over what happens next.

The Poet, William Ernest Henley writes in his Prose “Invictus”,

“I am the master of my fate, I am the captain of my soul.” This 18th-century poem was movingly recited by Nelson Mandela during his incarceration on Robben Island Prison.

Napolean Hill contemporised Henley’s wisdom with his words,

““You are the master of your destiny. You can influence, direct and control your own environment. You can make your life what you want it to be,” in his well-known book, “Think and Grow Rich”. Colleagues at every level need to…

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Practice Mastering Your Conversations

Helping your colleagues walk confidently in their identity and genuinely experience that they are masters of their own destiny is incredibly empowering – and masterful on your part as the Leader.

Right here, you can see the important role that your language as a leader plays in your recruitment interviews and performance review sessions.

Why Should I Bother to Take this Approach?

If you say “I will do this…” then you’re putting all of the work on your shoulders. You’re basically telling your employee to sit back because you’ve got this for them. They just need to answer some questions and you’ll do the rest. That’s disempowering.

And, hear me out here: you’re making a martyr of yourself by not pacing yourself appropriately.

That’s not how leadership works.

Leadership’s about collaboration. It’s a partnership; a joyous courtship of engagement. You’ve got to establish that this is a collaborative effort from the first moment.

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So it’s all about “we”.

“We’re going to run through a framework. Once we’re done, we’ll have what we need to create a plan for this next season. How’s that sound?”

Now your employee is engaged from the start and re-inducted at every performance review (and at regular intervals in between, right because this approach becomes a lifestyle of leadership). They’ll want to be an active participant. This isn’t something that you’re going to do for them or to them.

Success is something that you’re going to work together on to achieve. That’s something community groups do pretty well. It’s what industry, corporate and government can also embrace more intentionally. Less bureaucracy and more human connection.

As a result it’s the little tweaks in your language like this that can take your conversations and your success in your own role from mediocre to masterful.

Watch your leadership language so you can set the right expectations from the start.

Be engaging!

Tarran Deane

P.S. Whenever you’re ready… here are 4 ways I can help you grow your leadership influence

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When I was offered the opportunity to have an executive coach, Tarran Deane was THE person top of mind. As a national executive in a high profile organisation, with complex dynamics, Tarran is the person who guided me through the season, who helped me clarify focus and direction and equipped me to navigate it. My team directly benefited as a result. I highly recommend every executive having a high-level Coach and Mentor. My recommendation is Tarran Deane. Brilliant.

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I have had the pleasure of working with Tarran on a number of occasions and WOW seems to sum up my experience perfectly. I have benefited from one on one coaching and Senior Leadership team building workshops with Tarran where she encouraged me to understand my personal values and how these impacted my thinking and decision making when working with my team.

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Personal Brand Expert / Jane Anderson Speaks

When someone asks me who I think is an extraordinary female leader, Tarran Dean's name is one of the first names I say. Tarran is world class, eloquent, and her genius lies in being an intentional leader, bringing the best out of others. Tarran is a true inspiration as she is the living example of what she speaks about, writes about, and coaches on. For those who are fortunate to work with Tarran, they will level up, step into their conviction and become a leader worth following.

in Featured

by Tarran Deane

Consultation Does Not Abdicate Decision Making

In an environment where everyone has an opinion, both online and off, organisations that get the balance right between consultation and making the tough decisions, actually inspire confidence and ultimately, have a competitive advantage.

And yet, it’s not always easy.

Healthy teams respectfully offer viewpoints as it relates to process, procedure, policy, product, program or even positioning, without making it ‘personal’, damaging workplace culture or eroding their professionalism.

They also recognise through the importance of self-reflection and are accountable if they miss the mark and slip into attacking a person, rather than a problem.

This type of behaviour raises its’ head most often, when the decision made by a leader or designated authority, is not something you want or would personally do.

Leadership requires leaders to make the tough calls. Trust in the role. Trust in the person and the portfolio of responsibility they have.

Leaders aren’t parents, and yet they are seen as people in authority. At times, team member hang-ups from childhood cloud judgement, rejection raises its head, social justice tries to find a hook to hang its’ hat on and come hell or high water, a small minority may object to the decisions made by the leader.

Dr Michael Carr-Gregg, Adolescent Psychologist, in his book “Princess Bitchface Syndrome“, available on Audible, shares the importance of adults having a healthy mindset of positive expectation before engaging in challenging situations. Believing the best and anticipating a warm response from the other person, psychologically puts you into a more positive mindset where you won’t be primed for offence and are less likely to be reactive yourself. And, you know, it’s not so different in adult to adult encounters either.

Next time you’ve been asked to consult on a matter, or offer feedback, check yourself.

Are you getting caught up in the emotion and being dishonouring or disrespectful, perhaps even lacking in civility or are you role-modelling what it means to contribute from a place of boldness and humility?

Consultation does not abdicate decision making.

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Embrace boldness and humility and with wisdom, process the results of feedback and present a united front to your client base.

Trust is a two-way street.

in Critical Thinking

by Tarran Deane

Those are Some Mighty Big Long Horns, M’am!

Having just returned from my #USA2018 #LeadershipImmersionRetreat that I hosted, I wanted to share some insights this month on the Dignity of Risk and the benefits of a Pioneer Spirit, after being inspired by the Texas Long Horn Cattle. Man, they had big horns. Seriously.

There are often threats to our safety – real and perceived, and being able to distinguish between those two is empowering and releases you to fully get on with the work at hand.

But not everyone sees it that way…

Leaders will often recognise the threats to personal safety or brand reputation when reviewing their service offerings – and their conduct. It’s not uncommon for senior leaders to suffer from “paralysis by analysis”, much to the frustration of their team, as programs or services are cancelled out of fear or public opinion.

In Fort Worth, Texas, we saw first-hand how it is possible to deliver your work in such a way that people – colleagues and customers – take responsibility for themselves, know the risks at hand and trust that experienced “cowboys” will be steering the “herd” and driving your “vision” forward.

We were strangers on the sideline here in Fort Worth and had no structured reason to feel safe yet we did. We respected the surroundings and the history. We didn’t fight with the Cowboys or the cattle. Instead, we observed, were very aware of our surroundings and trusted those in front of us to LEAD us.

Take a few minutes to watch my video on this and challenge your team to break through paralysis by analysis, and let go of fear this month to embrace the dignity of risk and be bold!

I’d love to know what you took away from this video?

Here’s to your leadership success,

Tarran Deane

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Visit www.tarrandeane.com/corporatecinderella

PO Box 3962 Burleigh Heads Q 4220 Australia. +61 (0)417 654305
Tarran Deane | Corporate Cinderella Leadership Development Company
Leadership Keynote Speaker | Executive Coach | MC | High Stakes Facilitator
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We Help Leaders & Event Organisers across Australia | New Zealand | Singapore | Malaysia

in eNewsletters

by Tarran Deane

[Video] How to Use Canva to Position Your Brand and Communicate Your Leadership Message with Tarran Deane

[Video TeleClass] Leading Change, Influencing Others, Positioning Your Brand or Creating a Movement is Enhanced When Your Leadership Embraces Different Modalities to Get Your Message Across.

Working for one of Australia’s key banks many years ago, I had the privilege of communicating a change message across 17 branches and witnessed at the time how the same message can be heard, understood and implemented by the majority of people, but still miss the mark with others. I learnt here, the different learning styles people have and how that impacts their ability to process information and implement actions.

That’s a large reason behind why I love using Canva as a regular part of my delivery methods.

The other reason, I just love the interface and ease with which we get stuff done. No convoluted, time-consuming outsourcing for simple tasks. We just do it inHouse. Oh, and for the big stuff, I still definitely go to the experts, like my friend Russell Pearson at Crimson Fox Studios in Melbourne. One clever branding guy!.

With my executive coaching, leading entrepreneur and speaker clients reaching out to ask me how I do what I do, I recently hosted this Teleclass on “How to Use Canva to Position Your Brand and Communicate Your Leadership Message”

You Can Watch It Here:

^Click on Video Above to Play

[Video] Duration: 59 Minutes | Open Your Computer and Play Along or Watch on Your Phone and then Click the ‘Send or Save to My Phone Screen’ to Come Back and Watch Later.

Want to Watch Faster?

You Can CLICK on the Youtube COG Settings Wheel on the bottom right of the video, and Select a Faster Viewing Speed if You’re Short on Time and Big on Focus.

Summary of What We Cover:

Once You Login Create Your Design
Your Creations on the Front Home Page and How to Name Them
Setting Up Album Folders & Uploading your Own Photos
How to Use Chrome Plugin ‘Eye Dropper / Color Picker’
How to Use and Modify Canva Templates
How to Create a Style Guide for Your team
Case Study – Tarran’s Youtube thumbnails
Check out Tarran’s “Signature 7 Leadership Framework” for planning out your work week. (Infographic can be downloaded at https://www.tarrandeane.com/signature7leadershipinfographic/)
Share this MEDIA with your friends and let’s help more leaders lead

This has been another #TarranTeleclass

in 002. Toolbox Leadership / 006. Online Leadership / Canva Graphic Design Tool

by Tarran Deane

How to Set Up Your Youtube Banner with Canva When You Want to Lead Change Online

Do you have curb or even kerb appeal online? “Location, Location, Location!” they cry in real estate and your online real estate is no different. Here’s how you can set up your Youtube Banner with Canva when you want to be positioned as a Leader Online!

Did you at one time complete a work personality profile that revealed you maybe weren’t as creative as you thought you were? Have you avoided Youtube and other creative outlets?

Are you nervous because you don’t have a design budget, let alone a concept layout?
Are you new to designing or think that’s the marketing departments’ job?
Are you frustrated because you don’t know the SIZE of the Banner you need?

You know these are little problems that can be fixed right? Let’s challenge some of that status quo and you’ll be setting up your Youtube banner in no time!

In this #QuickTip you’ll need to have:

a Youtube channel account
knowledge of the required SIZEs for social media. You might find this Cheat Sheet helpful, if you want to design other for other platforms
a Canva account
some of your own photos – professional or organisational ready to upload
Review the results and appearance on different devices so your head isn’t cut off!

Do These 5 Steps and You Can Create Something Like This:

Okay, here’s the finished product: Note I have used optimised or Low Res images for this blog post. Originals are High Res.

Canva - Want to avoid your head being cut off? Create a border around the image template and centre your images in the centre alignment using #Canva Youtube. This quick tip is brought to you by TarranDeane.com #online #leadership

Creating a Youtube Banner or Channel Art? Want to avoid your head being cut off? Use Canva and create a border around the image template and centre your images in the centre alignment using #Canva Youtube. This quick tip is brought to you by TarranDeane.com #online #leadership

Here’s the How-To in 5 Easy Steps:

Youtube channel account.
Have you got one? The company got one?- If you don’t have one, set yourself a 90 day goal to get cracking and have your own Youtube Channel up and humming within the next 3 months.
– If you DO have one, how well is it being utilised? what simple changes could you make using a Banner [also known as Channel Art or Header]Read this to learn the difference between a personal or branded channel account

Communicating with video offers unique positioning for entrepreneurs and intrapreneurs who are leading change. Learn how here

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How to set up a Youtbe Channel using a Google Login. See how I’m logged into my Google Account? Then simply click on the red Youtube icon to begin by Tarran Deane #online #leadership
Need to knowledge of the required SIZEs for social media. You might find this Cheat Sheet helpful, if you want to design graphics for other platforms

Download (PDF, 151KB)
a Canva account – Create it and login. It will then open up at the “Create a Design” homepage

Create Your Canva Account & Login. Notice the PLUS sign on the top right hand? Click this to open up more template size options- by @tarrandeane #Leadingonline #online #Leadership.png

Then click on the PLUS + sign, scrolling down:

You’ve clicked on the PLUS sign and scrolled down the page. Now you can see the Social Media & Email Headers. Select Youtube Channel Art and Voila! Click and begin designing by @tarrandeane #Leadingonline #online #Leadership
Have some of your own photos – professional or organisational – ready to upload instead of using stock photos and you’ll save on licensing fees.

– Remember if you do purchase images, save your invoices as proof of the purchase if you’re using them for commercial use inc. blogging

FYI: Tarran’s layout theme was achieved by selecting:
Elements on LHS > then GRIDS. That’s how I was able to upload 7 distinct images

Create your Youtube Banner, upload own images or logo Leave a border on the top and bottom to allow for devices Save the file name with the size Upload to youtube – Tarran Deane #Leadingonline #changemanagement #communicationstrategies
#online #leadership

Bonus Tip:

(a) You may need to make the file size smaller for uploading to WordPress. I use this free tool by Web Resizer to achieve about an 80% smaller file. This leads to faster load times on the website and a better viewer experience.

(b) Make sure you add YOUR metatags to you image file name when saving for SEO purposes and then google will also index your images with higher result. Clever huh? See how I did it in mine in all the images I have included in this article?
Review the results and appearance on different devices so your head isn’t cut off!

Okay, so how does it look?

5.1 Finished product from Canva looks like this:

Canva – Want to avoid your head being cut off? Create a border around the image template and centre your images in the centre alignment using #Canva Youtube. This quick tip is brought to you by TarranDeane.com #online #leadership

I’m happy with that, but let’s check the quality when it appears on Youtube and other devices.

5.2 On my laptop Youtube it looks like this:

Notice how it has lost the top and bottom borders? If we didn’t have them then you’d likely see my head cut off! Additionally, if you have completed your Channel Profile with your website and social media links they’ll appear as an overlay on the bottom right of the official Youtube Channel. It happens by default. This is why we don’t put text on the right handside.

Canva – Now see what it looks like on the laptop version – Youtube Banner_opt version by @tarrandeane #Leadingonline #online #Leadership #communicationstrategy #changemanagement #professionalspeaker

5.3 On my iPhone 6 Youtube looks like this:

Okay, see this: we’ve lost an image on the left and right, reducing the columns from 7 to 5 and the round thumbnail now covers some of the banner.

Youtube Banner made by Canva: Now how does it look on the iPhone 6 Youtube App once uploaded?
Play around with the image until you’re happy it represents you well and gets your message across. This ‘How-To’ Blog is brought to you by @TarranDeane #corporatecinderella #online #Leadership #professionalspeaker #changemanagement #communicationstrategies

You and I know the power of window shopping and drive-by’s, even in the online space. Leading change and being being an influencer requires us to understand the pull marketing of kerb appeal and the unique positioning it offers new, prospective and current clients – internal and external – who want to come live in your neighbourhood. Let’s make it easy for people to know, like and trust us.

Let’s step up our efforts!

So that’s it for this quick tutorial! Come follow me on Youtube right HERE as I begin focusing more the branding of this Channel.
Check Out Other Tutorials on Our PlayLists
Our next focus will be to build brand consistency and develop Youtube Thumbnails for each of the videos already uploaded on our Corporate Cinderella ChannelSee you online at www.Youtube.com/user/corporatecinderella

in 006. Online Leadership

by Tarran Deane

B. Bosses – An Extract from The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader by Tarran Deane

B. Bosses

n. Bosses: individuals who are usually the immediate supervisors of a number of employees and have certain capacities and responsibilities to make decisions – the term itself is not a formal title and is sometimes used to refer to any higher-level employee in a company, including a supervisor, manager, director or the CEO.^1

A good boss makes his men realise they have more ability than they think they have so that they consistently do better work than they thought they could.

– Charles Erwin Wilson

Movies such as Horrible Bosses portray narcissistic, indulgent people using manipulation and intimidation to fill their own insecurities or workflow demands. Thank goodness I’ve never encountered one of those.

Brave Leaders

If you want to have an impact and get the job done, then you do have to make the tough calls, expect more from your people and rally the troops. Consultation does not abdicate decision-making. This in itself is enough to cause friction within even the healthiest workplaces! Navigating this tightrope can be tricky – and alienating.

Some of the Bosses I’ve had the privilege of working with demonstrated all or part of the following traits:

The Rule of 3-by-3

Compelling Bosses demonstrate a three-fold capability: Character, Commitment & Competency

Character + Likeability + Lifestyle

In my first full-time job working at a regional branch of a major bank, I had three bosses. Boss A damaged me with inappropriate remarks in the stairwell and a hand that lingered too long. That was topped off when I saw him barefoot with hanging toenails walking through the local shopping centre. He had no self-respect and he’d shattered my perception of what a boss should be.

Boss B thought it was cool, last thing on a Friday, to have me put away a tray in the giant strong room, then close the door and spin the combo with no light on. I had no idea there was a light switch or a phone inside. I cried out and he laughed thinking it was the funniest joke.

And there was Boss C who was normal and not ‘out there’. He was reasonable and left you feeling ‘safe’ as you learned. He is one of the reasons I do what I do.

Commitment + Networks + Legacy

Going the extra mile is part and parcel of most jobs. In some countries, a maximum number of ‘ordinary hours’ you can work across a month is legislated to protect the rights of workers. In reality, life is a shifting canvas of trends and seasons. You’ll need to be here, be there, turn up and turn on to connect with people and nurture relationships.

Competency + Financial Intelligence + Outcomes

Upskilling through formal and informal education, internal or external mentoring and coaching will prepare you to lead your team through different seasons. Love your stats, explore what they mean, quantify what you need and work the plan to achieve the outcomes that will move you closer to your goals.

There’s something compelling about a leader who is across the Rule of 3-by-3!

Imagine if your team and colleagues were all on the same page? Grab Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

Accountable.me

Typically, the ‘buck stops here’ with bosses. Whatever the title is on your payslip, the burden of leadership remains whether you are a supervisor, manager, pastor, doctor, builder, farmer, CEO, duty nurse, owner, teacher, principal or SME owner.

Learning how to maintain transparency and honouring commitments while zig-zagging between workflow, boundaries and the life outside is all part of the excitement. Engaging with a trusted colleague, industry mentor or external coach can go a long way to help you debrief, frame your thinking and correct your course when needed.

Spare a Thought for Your Boss

Bosses are people first and foremost. Until we’re ready to walk in their shoes, we should do everything we can to fulfill our responsibilities as a positive member of their team. Respect their role, make a point of getting to know them and be a proactive, positive resource for them.

Seek to Understand, Rather than Be Understood & Be a Good ‘Follower’

If you’re not gelling with your boss despite your best efforts, or if the nature of the work or the direction in which they are leading the business is unreasonable, then follow the existing policies and procedures to reconcile or leave. Take responsibility for You Inc. and move on.

Life’s too short.

By the same token, be patient, chat with a trusted friend or colleague and gain a little perspective before it goes too far.

The 2020 environment of rapid change, increasing use of AI and high-speed pressures on start-ups are placing real demands on founders and teams. If you have been used to working in mainstream environments or industries over the past 20-30 years you may come face to face with discomfort and demands for better performance and an innovative, driven approach to sales.

If You’re the Boss, Then Be a Good One

Authority used wrongly – You’re the boss so don’t lord it over people. It is not about control or intimidation. It should be about serving one another, in love, using every available attribute to make a difference on the planet.

The jobs we fill do not determine our worth. Be aware of finding the right balance between being task-focused and people-driven.

Authority used rightly – You exercise consultation and inclusivity as appropriate. You demonstrate clear boundaries. You don’t shy away from the tough calls. While you ruffle some feathers, your workplace is the right place for you and if you have up-line support, then you feel safe to make the tough calls, knowing you are backed.

Role status – Your title and society status doesn’t guarantee popularity, loyalty or respect. In High Society, Grace Kelly’s last film in 1956 before becoming the Princess of Monaco, her character Tracy Samantha Lord endearingly, if somewhat naively, asks, ‘Everybody loves me, don’t they?’

Obviously, Tracy has not taken the time to consider how others see her beyond her socio-economic standing and family name. In your workplace, if you’re gaining your value from your title or perceived status, then it’s not sustainable. Like Tracy, you may need a few friends to challenge your awareness of self and others.

You will probably polarise your colleagues and team from time to time. That’s the nature of disruption and promoting accountability. It’s not unreasonable to want your colleagues to show up, turn on and do the work.

Imagine if your team and colleagues were all on the same page? Grab Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

Care enough to confront – Have robust conversations with one another. Distinguish between attacks against people versus the pursuit of clarifying practices and processes before taking the criticism personally.

Not everyone will understand you – shocking, isn’t it? Well, it can be pretty crazy. Work with a mentor or a coach to keep a clear perspective and reveal any blind spots you may have.

Tough calls – As a boss, I’ve had to make decisions that not everyone agreed with and some that I wish I could have avoided. I’ve rolled out corporate objectives after rigorous debate behind closed doors with senior colleagues and I’ve challenged staff to grow and be accountable for their actions.

In one role, leading my region through redundancies, program closures and expansions, I leveraged my networks, worked with an executive coach, used creative problem-solving, extended reporting deadlines, challenged innuendo and gossip, had the courage of my convictions, stopped rescuing people, reassessed the culture of the organisation, reflected on what I’d learnt, what I’d contributed and those I admired, before giving myself permission to walk away.

That’s a tough call when you’re loyal.

If you’re finding the season you’re in as a leader a little tough, then put some external support strategies in place, test your communication strategies, tweak a few things and make sure you’re accountable to have a good work-life balance!

Leading Millennials & Centennials

If you’re leading a generation of Millennials and Centennials, then stay clear on your values and organisational alignment. Be consistent with your behavioural expectations. Use language and interactive training sessions that share the big ‘WHY’ and bring them on the journey with you. To be compelling is to captivate and promote unity and action across all generations within the workplace.

I’ve worked with some great bosses and some not so great. I’m a mum and a step-mum to four women. I am inspired by some of the bosses my girls have had and absolutely aghast at some of their others.

I have seen high school leavers burn out because of unrealistic expectations from a fast food restaurant that would have 18-year-olds wake at 3am to start at 4am without any training on how to adjust to shift work.

I’ve seen ‘pop-up’ shop owners in shopping malls refuse to provide 18-year-olds with a break during a 12-hour shift. The kids are fearful they won’t be offered further hours so they don’t make a fuss.

As parents, we want our children to have good boundaries and to develop their negotiation skills. We also want employers to uphold the laws of the land and honour their team members with appropriate care and mutual respect, not only because it is the law but because it is the right thing to do!

In 2016 and 2017, Mr Marsh pursued Australian company Bakers Delight to address their unfair Certified Agreement after his daughter brought to his attention the pay rates she and many under-18s were receiving.^2

The courage of Mr Marsh’s convictions and willingness to step into the debate with the company generated national media attention and public outcry which led to a report in The Age highlighting the company had agreed to remove the Certified Agreement.⁵

Imagine if your team and colleagues were all on the same page? Grab Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

Fruits of the Spirit | A Counter-Cultural Way to Lead if You’re Combining Faith and Works

Written about 2000 years ago in the Letter to the Galatians, the country of modern-day Turkey, Paul the Apostle shares the Fruits of the Spirit. It’s a list of qualities not often associated with job descriptions of aspiring leaders and C-suite executives, yet they are the very same character and behavioural traits that enduring influencers embody.

The qualities are: love, joy, peace, forbearance, kindness, goodness, faithfulness, gentleness and self-control.^3 Which one could you demonstrate more of to be compelling and maintain long-term perspective?

Love – Look for the gold in every person. You’ve likely heard the verse at weddings.

Joy – Look for it in the pursuit of your long-term Don’t get hung up on the short-term problems.

Peace – This comes through the hope and trust that it is all going to turn out well.

Forbearance – Patiently hang in there with others and lean on your faith because heaven knows sometimes you just need an extra bit of help!

Kindness and Gentleness – Seek to understand one another with gentleness, sincere love and truthful speech.

Goodness – Boldly do good towards all people and have the faith-filled mindset that goodness follows you.

Faithfulness – A consistent belief and trust in God, during every season of your leadership, which inspires confidence and dependability in others.

Self-control – It’s about more than not losing your cool and avoiding conflict. Rather, it is to be caring enough to confront with diligence, virtue, knowledge, boundaries, endurance, godliness, brotherly kindness and love.

Consider doing a weekend word study on each of the fruits. Go back to the original Greek and Hebrew meanings to explore their relevance to you and how you lead.

Wish your boss was different? Or your staff were better? Maybe, just maybe we could all be better versions of ourselves. Grab Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

Your Boss Checklist

Communicate the ‘WHY’: use different mediums to reach the various players.
Care for your people: know what’s important to them, have regular check-ins, look for the opportunities to hear what’s working well and find out if they may be up against something unfamiliar. Believe the best in them.
Be accountable: get a coach! Pay for it yourself or seek input from your employer. Professional development may be a tax deduction on your annual income return so check with your accountant.
Stop solely relying on emails: guard against the overuse of technology. Pick up the phone and talk to people or see them face to face. Why? Your team members may feel more valued when you do.
Check your boundaries: switch off that technology at a set time each evening and don’t turn it on again until a pre-arranged time the next morning. If you’re on call, develop your own personal boundaries regarding accessibility. You do not want that message light flicking at you or your spouse during those midnight hours!
Make diary notes: backup what you say in phone calls by using a quick diary note. Use the voice memo function on your phone and email it to yourself or your PA. Don’t over complicate things.
Share the load: ask for help when you need it. Don’t be a martyr by taking it all on. Expect everyone to grow during a period of expansion.
Review your ‘fit’ for the role: are you growing with the position and the changing requirements?

Are you in agreement with the direction of the business? Are you role-modelling unity and inspiring your team moving forward? Are you able to have robust conversations and respectful debate without fear?

If you sense that you and the company are no longer the best fit, develop an exit plan. @tarrandeane #leadership

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Be compelling: be someone they know, like and trust.

Imagine if your team and colleagues were all on the same page? Grab Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

Footnotes:
^1.Business Dictionary, boss, http://www.businessdictionary.com/definition/boss.html

^2. Toscano, N. & Danckert, S., 1 January 2017, ‘Bakers Delight faces legal challenge over wages’, The Age, http://bit.ly/TAP-UnfairCertifiedAgreement

^3. New Testament Galatians 5:22–23 (NIV) Leading with Faith in Action. Combining Faith and Works

ABOUT THE AUTHOR

Tarran Deane is the Author of “The Alphabet Principle ~ Your A-Z Guide to Being a Compelling Leader, for Real Life@Work”. With executive and leadership experience, covering more than 41,000 hours, across human services, workforce planning, associations and peak bodies, along with banking and tourism, Tarran has spoken at conferences and events in Australia, New Zealand, Asia and the United States of America, on strategic and operational elements of Leadership, Communication, Change Management, Diversity, Inclusion and Engagements.

As a wife, mum & step-mum, Tarran loves the tapestry of family life and recharges by serving others, chilling out and racing her Ducati 800 Monster through the hills of Northern NSW.

How you lead people impacts them. Lead them well. Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” When You Order it Here!

in Book - The Alphabet Principle

by Tarran Deane

A. Authentic – An Extract from The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader by Tarran Deane

A. Authentic Leadership

adj. AUTHENTIC: not false or copied; genuine; real; reliable; trustworthy; having the origin supported by unquestionable evidence; entitled to acceptance or belief because of agreement with known facts or experience; authenticated; verified.¹

When we speak the seed of value over the lives we are entrusted with, a root of quiet confidence begins its journey of conviction into the battlefield of the mind. The seed is watered, valiantly breaking new ground in the face of discouragement and word storms. The leader emerges to stand not in the shadows cast by others, but rather to turn her own face to the sun, certain of her place in the world.

– Tarran Deane

Just Who Are You?

The rise of social media has led to a shifting of real and perceived authenticity. People post with certain filters. They’re now able to tag the topic and context of their post in their personal profiles. As workplaces are increasingly disrupted by automation and shifting goal posts, the leader who has a clear sense of his or her identity and is able to articulate it with word and deed.

As a compelling leader, you can inspire your team, tribe or community by providing opportunities to others to:

understand individual strengths and inspire personal accountability
promote unity and share the vision
require peak performance and set clear expectations
rejoice in the outcomes
honour the role of family in the life of the team.

Oh, Have You Got Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” Yet? Click Here to Order a Copy for You and a Colleague!

Strip Back the Layers

It takes significant courage to lead from a clearly-stated values position in mainstream organisations. Those who do set themselves apart from the competition are fine with knowing they risk polarising some folks at work and in their target market.

So, get your brave on. Step into a higher level of personal satisfaction. Encourage your people to identify their values and take responsibility to genuinely declare the company principles or values as ‘this is how we do things around here’. is possible to be a compelling leader who has a clear vision whether you wear a pair of jeans or a pin-striped suit. It is less about what you wear and more about the vision you sow and the difference you’ll make.

Is it possible to be a compelling authentic leader who has a clear vision whether you wear a pair of jeans or a pin-striped suit? It is less about what you wear and more about the vision you sow and the difference you’ll make. Like walking your talk.

This takes time. I’ve read excerpts from The Four-Hour Workweek by Tim Ferriss² and thought at the time that every workplace has its own context. There’s no way I could have cut down my executive hours working in Human Services.

Authentic Leadership doesn’t demand you throw in the towel and join a start-up or ridicule policies and procedures that are their for your protection and quality outcomes for the business. If you try to fake who you are or your preferred work style, then you may well live on coupons and go around the mountain a few more times before you realise that:

work is a noble pursuit and you don’t have to leave your job to be entrepreneurial
you may not have to leave your own business and ‘get a real job’ either
to serve in the shadows can be more rewarding and influential than being in the spotlight
relationships matter – it is important to be kind to one another, set clear boundaries and expect more of each other and yourself.

Wouldn’t life be easier if everyone on your team kindly respected each other’s differences and yet came together under ONE Vision? Let’s help you to help them be the best version of themselves. Buy Tarran’s book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” here and we’ll send it right to you!

What’s the Alternative?

Often we need someone close to us or with an objective viewpoint who can challenge us if it looks like we’re ‘faking it’ or self-sabotaging. Blind spots, unconscious bias, lack of personal accountability and a readiness to blame are incredibly short-sighted and could exacerbate tensions with family and work colleagues.

If we’re afraid to pull back the layers and shy away from encouraging our people to do the same, then we may begin to see an increase in:

workplace conflicts
disengaged personnel
individual burnouts and mental health issues
loss of credibility and influence
loss of intellectual property
union involvement
lack of succession planning
loss of top talent.

Trust through Transparency and Track Record

The case is strong. You’re most compelling as a leader when you’re comfortable in your own skin and committed to learning, giving your best, bringing others on the journey with you, honouring commitments and keeping the lines of communication open.

Your life experience within your community, current industry or volunteer service will continue to shape you. Spend time to reflect on your achievements and celebrate the person you have become. Encourage yourself and be mindful that the person you become in pursuit of a goal is often as important as the goal itself.

Your team will be watching. Sometimes, it will seem like the whole world is watching how you move and respond to changes and confrontations. A lousy attitude hurts your health and limits your opportunities.

Your attitude determines your altitude in business and in life. – David Armstrong, Principal Advisor, Financial Planning, National Australia Bank

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If you want to go far and go together, then navigate the tension of likeability while embracing the principle of ‘It’s none of my business what other people think of me’. Your language expresses a confidence of personal conviction and teachability, leading from a position of boldness and humility.

Vision – What Are You Aiming For?

Our values become clearer when we’ve come face to face with what we don’t want. Over time, were confronted with the opportunity to become better or bitter. Compelling leaders choose to become better, to develop a thirst for finding the good in other people, to pursue a cause greater than themselves and to delight in the simple things. See chapter V. – Vision.

Buy Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” & We’ll Send it Right to You!

Serving One Another – Become Better at It

If I am ever stuck or become increasingly tired and forget who I am and what I’m meant to be doing, then I am too busy in my ‘doing’.

Personally, I get on my knees and read the Good Book. I spend a bit of time reading my favourite passages of the Bible, listening to worship music and recharging my soul and gaining a fresh perspective on the challenges at hand.

Your Authenticity Checklist

Here are a few questions to ask yourself. Oh, and they’re great questions to use when you’re coaching a direct report as well.

What makes you happy or sad?
What ticks you off or inspires you?
How do you like to process information?
How do you like to connect with people?
Close your eyes and reflect on the company you Are those people encouraging you to be a better person, personally and professionally?
Do you understand why you like to work the way you do? Consider undertaking a work-preference style assessment with an accredited facilitator so you can gain a deeper understanding.³
Watch the old movie Runaway Bride and ask yourself, How do I really like my eggs? What sort of woman am I? What kind of man am I? What can I do better? Do I use banter in a harmful manner that erodes another person’s confidence?
Create a Timeline of Events and update it Record the date and the nature of your feelings about various key events in your life and the lessons learned.

Enough. Your alleged authenticity is not an excuse for inappropriate behaviour,” Tarran Deane, Author The Alphabet Principle Leadership Book

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You can no longer justify yourself by saying, ‘It’s just the way I am!’ or ‘This happened to me when I was younger.’

If you are self-righteous, rude, have a problem dealing with anger and avoid taking responsibility for yourself, then your time is up. You’ve been outed. Get help from your local doctor, healthcare professional or career coach.

Real Leaders understand the impact they have and are wisely responsible AND Authentic.

Be the real version of you on your best day.

That’s Authentic Leadership.

Be the Best Version of You. Buy Your Copy of Tarran’s Book “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader”. It’s Time for You to Shine and Stand Up for What You Believe In!

Footnotes:

Dictionary.com, Authentic, http://dictionary.reference.com/browse/authentic
The 4-Hour Workweek, http://fourhourworkweek.com/
Visit https://www.tarrandeane.com and work with us!

ABOUT THE AUTHOR

Tarran Deane is the Author of “The Alphabet Principle ~ Your A-Z Guide to Being a Compelling Leader, for Real Life@Work”. With executive and leadership experience, covering more than 41,000 hours, across human services, non profits, workforce planning, associations and peak bodies, along with banking and tourism, Tarran has spoken at conferences and events in Australia, New Zealand, Asia and the United States on strategic and operational elements of Leadership, Communication, Change Management, Diversity, Inclusion and Workforce Engagement.

As a wife, mum & step-mum, Tarran loves the tapestry of family life and recharges by serving others, chilling out and racing her Ducati 800 Monster through the hills of Northern NSW.

in Book - The Alphabet Principle / Featured

by Tarran Deane

If You Want Me to Get Naked at Least Tell Me Your Name! How Customer Service Can be Improved in Business & the Health Care Sector [Media Interview]

If You Want Me to Get Naked at Least Tell Me Your Name! A Customer Service Story…

“A trip to a medical centre got a listener fired up about customer service and the protocol to approaching those awkward medical procedures that requires us to get naked,” said 6PR’s Perth Tonight Radio Host Chris Ilsley.

CLICK BELOW TO LISTEN >>> As featured on 6PR Perth Tonight with Chris Ilsley & Tarran Deane, Four Principles of Customer Service
00:00 / 13:28

Customer Service in the Health Care Sector

CEO of Corporate Cinderella Leadership Development Company, Tarran Deane told Chris Ilsley of Perth Radio Station 6PR, the four basic principles of customer service that everyone should follow, with a focus on connection, privacy, dignity and self-leadership

If you want me to get NAKED, please:

1. CALL me by name; please introduce yourself!

2. Be ATTENTIVE – don’t lose the paperwork;

3. RESPOND to your Clients really well. CHECK that everything has gone okay

4. EVALUATE next steps and ways that you can improve your service better.

Culture is intrinsically linked to our daily practice and the processes we follow.

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ABOUT TARRAN DEANE

Tarran Deane is a Workplace Culture & Change expert, with more than 41,000 hours of leadership across diverse industries including finance, tourism, NGOs, disability and small business. Tarran is the author of “The Alphabet Principle ~ Your A-Z Guide to Being a Compelling Leader” published April 2017. Her second book “Clique” is due for release June 2018.

Thrown into the media spotlight in 2005 Tarran Deane brilliantly handled multiple hot seat interviews with A Current Affair, Talk Back Radio, national & local print media, over community concerns relating to disability respite within the suburbs & Gold Coast City Council proposed zoning changes.

Tarran’s a keen Ducati 800 Monster owner and Australian Ambassador for the Smart Rider Safety Program. Tarran regularly keynotes in Australia, Asia & the USA. Tarran is an Associate Fellow of the Australian Institute of Management, National Vice-President of Professional Speakers Australia, Director of Gold Coast based Charity Newlife Care Inc. & Founder of Corporate Cinderella Leadership Development Company

Contact Information:

Media Interviews – Call Direct on +61 (0)417 654305
Schedule a Call During Business Hours – Click Here

in Media Interviews / Podcast / Radio

Cliques at work - conflict . tarrandeane.com

by Tarran Deane

Clicky Workplaces: How to Recognise Them and the Impact on Your Health and Do Something About Them.

POSITIVE CLIQUES vs. Negative Clicks

A small exclusive group of friends or associates. Vb. To form, associate in, or act as a clique.^[1]

The most important thing to a lot of people is to belong to something that’s hip or whatever. To be a part of something that’s not society, just a clique.

– Ric Ocasek

There is no doubt that there are some people that you will connect with more easily than others. You’ll gravitate towards them during break times. You’ll enjoy similar conversations and maybe have a fair bit in common away from work. Some groups form naturally based on personality and common interests or departmental responsibilities. Occasionally, negative groups gather to erode culture and ‘accuse to excuse’.

Cliques aren’t all bad. In some instances, they’re extensions of the positive relationships you formed in the school grounds. You gained a sense of belonging. At work, you have the opportunity to create something pretty special and share a common objective.

On other occasions you may have felt excluded. Rejection is such a torrid emotion and we don’t want anyone experience this kind of bullying.

Are You a ‘Welcoming Person?’

Welcoming people can transform a workplace into a community, a clan or tribe. Members are linked through a united purpose and common focus that goes beyond the individual weaknesses and strengths.

Keith Abraham, Certified Speaking Professional, speaks about building a Passionate Tribe. Allan Pease, FRSA CSP, is the expert on Body Language. The authors of numerous books, both gentlemen impart insightful, practical tips in a down-to-earth manner on how you can build passionate performance [Keith] and increase the effectiveness of communication [Allan].

The Clicky Workplaces: How to Recognise Them and the Impact on Your Health

If you’re in a destructive workplace click you’ll recognise it by the:

negative language that is used,
the gossiping that occurs about people that aren’t present including colleagues and the mysterious ‘management’
meal and break times are extended inappropriately
there’s careless regard of company resources
the emotional hold that the ‘negative influencer’ will have over you
divisions start to occur and one or two people are really feeding it

Cliques at work - conflict . tarrandeane.com

If you start to feel any of the symptoms of stress: heart palpitations, headaches, nauseas, or a general unease, you may be finding it difficult to extract yourself from an ‘advancing click.’

Check out the policies and procedures on bullying, review your team development goals, and be confident in aligning your behaviour with company expectations. At the end of the day, the clique is not going to pay your mortgage. Honour your employer and your employment contract.’

Signs of a Healthy Clique Within Your Workplace or Networks

You’ll notice your workplace has a healthy clique if:

people don’t gossip negatively about each other
they believe the best in each other and care enough to confront
team members are in unity behind the vision, mission, and values of the organisation
there’s a willingness to serve one another.
People are demonstrating clear personal boundaries, dignity, and respect
communication channels are clearly defined and utilised
they spur each other on with encourage and back up their words with action
encourage ongoing learning and continuous quality improvement
the workspace is inviting – whether sparse or luxurious

**How to Find a Positive Clique – The Checklist:**

Join social networking sites individually and as a company that align with your core values and affiliated industries.
Work together to establish regular intentional team building opportunities amongst various departments and areas of responsibility. Engage an external facilitator to run the events
Look for instances where individuals are being held accountable for their behaviours if they’re not lining up with the organisational values
lnnovation and service are highly prized

Find a coach or mentor that will help you be a better leader. Choose a skilled person that you really connect with, who can resource you with practical tips, and coach your conversation skills.

^{^[1]} Source: http://www.thefreedictionary.com/clique

ABOUT THE AUTHOR – TARRAN DEANE

Tarran Deane CEO of Corporate Cinderella Leadership Development Company, Conference Speaker, Breakout Speaker, MC, Executive Coach, Change & Trust Consultant #Leadership #PSA www.tarrandeane.com/alphabet

Tarran Deane CEO of Corporate Cinderella Leadership Development Company, Conference Speaker, Breakout Speaker, MC, Executive Coach, Change & Trust Consultant #Leadership #PSA

Buy Your Copy of the Book: www.tarrandeane.com/alphabet

in 004. Culture Leadership

communication

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

The High-Stakes Leadership Challenge: Balancing Transparency and Control

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

Who was in the conversation?

Who was watching?

Who shaped the narrative?

What led up to this point?

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

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

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

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

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

Stakeholder Influence & Media Narratives: Who Controls the Story?

Corporate Parallel in High-Stakes Leadership:

Rule Book: Conflict & Reconciliation in High-Stakes Leadership

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

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

About Tarran Deane | Change Management Strategist in Australia

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

Lessons from MOTOGP 2025 for Workplace Transformation

🏎 Lesson 1: Strategy Wins Races and Change Initiatives

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

🔄 Lesson 3: Adaptability is the Key to Winning

🔄 Lesson 4: Engagement and Communication

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

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

🔄 Lesson 7: Measure the Data & Monitor the Performance

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

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

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

Context – The Situation | A Candidate Recruitment Conversation

Personal Reflection

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

Key Leadership Reflection:

Content – The Exchange of Information | Stakeholder Engagement

Cadence – Pacing, Pauses, and Provoking Stakeholder Engagement

Key Leadership Reflection:

Conflict – Redirecting Without Diminishing | The Tension in Conversations

Clarify – Bold and Humble Leadership

Key Leadership Reflection:

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

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

Lesson 1. Everyone is going through something – the Kindness Economy

Lesson 2. Hope is a strategy – the Kindness Economy

Lesson 3. Be like the Banker with Words that Build – the Kindness Economy

Lesson 4. Be like the Butcher, a Hug and a Cut Above – the Kindness Economy

A Reminder….

So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Ahhhh… People and Perceptions

Understanding Your Change Manager: The Good, the Bad, and the Ugly

The Good: Champions of Clarity

The Bad: Process-Heavy and Detached

The Ugly: Receiving Blame for Missed Marks

Why Are We Like This? A Look at Our Own Reactions

The Secret Weapon: Personal Leadership (Yes, Even for You)

Lead by Example

Stay Focused on the Goal

Own Your Part

Be Open, Be Curious

Step Out of the Comfort Zone (a Little)

Be Welcoming

What’s the Alternative? The Status Quo?

People and Perceptions: Time for a Reality Check (and a Call to Action)

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

Contact Us

Schedule a Call Here or Send Tarran a Note Below:

The Opportunity for Personal Leadership

The Challenge Question

Empathy: The Struggle is Real

A Way Forward: Building a Measurement Plan

Hot Topic Scenario: Hybrid Work and Change Management

Call to Action

About the Author

The Language You Use Can Make Such a Huge Difference to Your Recruitment Interviews and Performance Review sessions.

Whoa! Stop – Did You Catch That?

Practice Mastering Your Conversations

Right here, you can see the important role that your language as a leader plays in your recruitment interviews and performance review sessions.

Why Should I Bother to Take this Approach?