We Still Need Brave Leaders
The world is at an inflection point.
Political landscapes shift with increasing unpredictability, economies fluctuate under the weight of global pressures, and social activists demand long overdue reforms. Amid this backdrop of transformation, leaders are being called on to evolve to meet the complexity of the times.
We need leaders who are bold, resilient, agile, visionary, and ethical. In short, we still need brave leaders.
My first book was published in 2024. It is called The BRAVE Leader. More courage. Less fear. Better decisions for inclusive leadership. I wanted to share the thinking behind my work and why I am so passionate about it.
For me, inclusive leadership is more than a buzzword. It is the bedrock of sustainable, impactful organisations. In my work coaching executives and boards around the world, I have witnessed firsthand how inclusive leadership creates cultures of belonging, fosters innovation, and drives performance. Yet, despite its proven benefits, many organisations remain hesitant to embrace it fully.
What does inclusive leadership look like in practice?
At the executive level, it involves actively seeking diverse perspectives, making decisions that reflect the interests of all stakeholders, and embedding fairness into every process. At the managerial level, it means creating safe spaces for dialogue, systemic follow through from the executive level, mentoring of talent including those from underrepresented backgrounds, and holding teams accountable for equity. At the grassroots, it is about empowering employees to make better decisions, think strategically, challenge biases, advocate for inclusion, and see themselves as changemakers.
Systems that uphold these principles include equitable recruitment processes for board, leadership and operational levels. Transparent and ethical salary structures, inclusive promotion pathways, and regular cultural audits. But systems alone are not enough. Organisations must align these frameworks to their vision, goals, and strategies, embedding inclusive leadership into their DNA.
For inclusive leadership to thrive, it must be measurable.
Organisations can establish metrics such as employee engagement scores, career pathwys, retention rates, and promotion patterns. However, qualitative measures like employee experiences and focus group feedback are equally as vital. Tracking progress means going beyond ticking boxes and asking harder questions. Are diverse voices shaping decisions? Are underrepresented employees thriving, not just surviving? Are leaders modelling the behaviours they expect from others?
Despite the overwhelming case for inclusion, resistance persists. In fact some are going out of there way to push back. Some organisations cite resource constraints, claiming they lack the time or budget to prioritise inclusive leadership initiatives. Others fear alienating existing power structures, worrying that inclusion efforts may disrupt their status quo. A few hide behind performance metrics, arguing that focusing on inclusion detracts from productivity. And suggesting lack of time to measure metrics to test whether such an assertion is true.
High-profile organisations have made public commitments to inclusion only to retreat when faced with backlash from stakeholders. Often inclusive leadership gets lumped in with DEI (Diversity Equity and Inclusion), or more recently gets avoided with new framings such as MEI (Merit Excellence Intelligence). Others have implemented superficial changes through one-off training sessions or glossy marketing campaigns while leaving structural systems intact.
But these arguments do not stand up to scrutiny. Studies consistently show that diverse teams outperform homogenous ones, making inclusion a competitive advantage. Organisations that resist change risk becoming irrelevant in a world where consumers and employees increasingly demand ethical accountability.
The antidote to resistance is education, empathy, and evidence. Leaders must understand the 'why' behind inclusive leadership. Its ethical foundation and economic benefits. They must also recognise that meaningful change takes time. Incremental progress, supported by continuous learning and reflection, often leads to more sustainable outcomes than rushed transformations. Just like any other transformational change.
Brave leaders acknowledge that inclusion is not about favouring one group over another, but rather it is about levelling the playing field so that everyone can be empowered and have agency to contribute their best. They communicate this vision clearly, winning over skeptics through transparency and trust.
This brings us back to the core principles I advocate through my coaching and training: Boldness, Resilience, Agility, Vision, and Ethics—The BRAVE Model™.
Boldness calls leaders to make courageous decisions, even when faced with opposition. It requires speaking truth to power and challenging deeply ingrained biases.
Resilience ensures that setbacks do not derail progress. Inclusive leadership is a journey, and leaders must develop the grit to keep going when faced with resistance.
Agility allows leaders to adapt as challenges evolve. In a fast-changing world, flexibility and openness to new ideas are essential.
Vision keeps leaders focused on the bigger picture. Inclusive leadership is not about quick wins but about building legacies that endure.
Ethics provide the moral compass guiding every decision. When inclusion is grounded in ethical values, it becomes non-negotiable.
Implementing systemic inclusive leadership is not an overnight task. It requires patience, persistence, and humility. Leaders must listen more than they speak, learn as much as they teach, and prioritise progress over perfection. In my work, I remind executives that transformation is not linear. Setbacks and resistance are part of the process. What matters is staying committed to the journey.
The path to inclusive leadership demands bravery, not just in vision but in action. It asks leaders to reimagine what power looks like, to build bridges where walls once stood, and to trust that inclusion strengthens rather than diminishes authority.
We still need brave leaders because the challenges we face are too complex for complacency. Whether in corporate boardrooms, civic organisations, or community initiatives, the principles of inclusive leadership offer a roadmap for a more just and prosperous future.
My commitment to these principles is unwavering. Through coaching, training, and strategic guidance, I will continue to equip leaders with the tools they need to be bold, resilient, agile, visionary, and ethical. I will champion the voices calling for inclusion and challenge those who resist it. And I will remain steadfast in my belief that brave leadership is not just a strategy but a responsibility.
To every leader reading this, I leave you with one question. What legacy do you want to leave?
The answer may very well define your courage.
