trust

 by Tarran Deane

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

Image of the Whitehouse Meeting supporting the article written by Tarran Deane - High-Stakes Leadership Lessons from the White House Media, Conflict & Decisions That Shape Influence - with Tarran Deane, Transformation Specialist and Senior Change Strategist © Copyright | Tarran Deane 2025

“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:

9 separate images depicting High-stakes leadership in a variety of corporate settings, including boardroom discussions, crisis management, negotiations, and strategic planning by Tarran Deane © 2025 copyright

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.

Image symbolises social media and stakeholder connections where Influence & Media Narratives Impact Who Controls the Story? TarranDeane© 2025

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.

Image depicting Tarran Deane, Senior Change MAnager, Transformation Specialist and Executive Speaking on the Phone while working remotely at a Cafe. Coffee on the table. Tarran Deane copyright

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:

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

Change Management – People and Perceptions

Image supporting blog article by Tarran Deane Change Manager. Discussing People and Perceptions, Tarran provides insights that affect the way we see Change Managers - the good, the bad and the ugly, and she provides us with a Personal Leadership Checklist to connect us to each other, values and strategic direction.

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

  1. 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.

 

  1. 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.

 

  1. 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.

 

  1. 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.

 

  1. 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.

 

  1. 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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in Change Management
Consultation does not abdicate decision making QUOTE with www.tarrandeane.com _opt
 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

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:

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

 

 

ABOUT THE AUTHOR

 

About the Author- Tarran Deane the Alphabet Principle Your A-Z Guide to Being a Compelling Leader for Real Life at Work - Speaker, Keynote COnference Speaker, PCO Speaker, MICE Speaker, Bureau Speaker, Associations SpeakerTarran 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

S01.E06 Leadership Ethics ~ The Awesome Show #LeadershipPodcast with Tarran Deane & Russell Pearson

The Awesome Show Podcast S01.Episode 06: LEADERSHIP ETHICS

Ep 06 Season 001 of The Awesome Show Podcast with Tarran Deane and Russell Pearson Subscribe at www.theawesomeshow.com.au

 

In this episode Tarran and Russell discuss LEADERSHIP ETHICS

As leaders, we can have a huge influence on how those around us act on a day-to-day basis. Defining what ethics are and how ethics impacts the way we go about our day-to-day can often set the example for our communities and organisations in both good times and during crisis.

Today we discuss the role of a leader from an ethical point-of-view and we review decision making based on our values, responsibilities and the environment in which we operate.

This episode, like every episode of the Awesome Show, captures the warmth, banter and straight forward conversation shared by Tarran and Russell as they draw on their combined skills of the executive and entrepreneur. It’s jam packed with insights for current and emerging leaders!

PLAY >>> Catch this BONUS End of Season Episode right HERE

READ >>> The Transcription PDF [coming soon]

SUBSCRIBE >>> www.theawesomeshow.com.au to future episodes!

TELL US >>> Join us on your favourite social media channel and tell us your key takeaways from this episode! Be sure to use the #LeadershipPodcast #theawesomeshowpodcast hashtags too!

Join us >>> for a practical look at leadership, resources that we’ve found helpful and have your questions answered on…The Awesome Show!

We’d love to know your thoughts and experience!

 

 

ABOUT THE CO-HOSTS: Tarran Deane & Russell Pearson

Tarran and Russell met during an International Leadership Institute in Arizona, during November 2014. They were representing Professional Speakers Australia in volunteer Leadership positions in Queensland and Victoria. Both flat out with work, and loving their spouses and kiddywinks, Tarran and Russell weren’t even sure if they’d like each other! Then they met and a madcap, crazy brother-sister relationship emerged. They came back from the United States with some great ideas, purposefully kept in touch, and launched The Awesome Show as a Pilot Podcast Season for Emerging Leaders.

Since launching the Program and partnering together they’ve both enjoyed a great sense of community, strengthened the bonds between their respective PSA states, grown their businesses, spent time with each other’s family and reached more Leaders together!

Now that’s simply awesome!

Tarran Deane: Speaks and Consults to Executives and Senior Leaders on Change, Connection & Communication to Drive Results from Brisbane – Gold Coast Australia

Russell Pearson: Speaks and Consults to Companies and Organisation on Brand Design and Execution from Melbourne Victoria

 

 

in 001. Personal Leadership / 004. Culture Leadership / Podcast