Courageous Cultures

How would you lead in the example?

There is a certain kind of leader everyone knows, but no one wants to confront.

The one who yells in meetings, shames people in front of peers, and bullies teams into quiet submission. Senior leadership knows. HR knows. The organization has quietly adapted to a culture of fear.

This is not “strong leadership.” It is a performance and retention risk. It is also a human cost that compounds over time.

If this sounds uncomfortably familiar, consider:

• Name what is happening
  Not “they are intense,” but “people do not feel safe speaking up around this leader.”

• Protect your people in the moments that matter
  Interrupt public shaming. Refocus the conversation on the work, not the person.

• Use your role power
  Executives and mid level leaders can set expectations, request 360 feedback, and hold behavior reviews, not just results reviews.

• Model the opposite culture in your own meetings
  Reward dissent, invite questions, acknowledge impact when things go wrong.

Coaching reflection for leaders:
If someone on your team was being treated this way and came to you, what would you want to be able to say you did?

Silence is also a leadership decision.

What is one concrete step you are willing to take this month to reduce fear and increase psychological safety in your corner of the organization?