Tell Leaders What They Need to Hear, Not What They Like to Hear.
Too often, in meetings or events where voices are meant to be heard, I notice people leaning into saying what’s “safe” or “nice” rather than what’s real. I’ve been in those rooms. I’ve also observed them from afar. And what I often hear are sugarcoated versions of reality that don’t reflect the true picture.
Jim Collins, in his famous book Good to Great, talks about a set of practices that successful companies follow. One of those practices is to “Confront the Brutal Facts.” It means that great organizations don’t hide from their challenges—they face them head-on. They create a culture where truth is not only accepted but expected.
What leaders like to hear are often the fluffy things like, “Everything’s okay” or “All is going well.” But when my team members tell me, “Everything is okay,” I usually ask, “Tell me more.” Because I know that somewhere behind that phrase lies something worth exploring—an opportunity, a concern, or a possibility for growth.
When Howard Schultz was leading the turnaround of Starbucks during the 2008 crisis, he gathered his senior leadership team and said something bold and honest: “If we don’t work together, this company won’t survive, and we’ll all be looking for jobs elsewhere.” He didn’t stop there—he also laid out a clear, actionable plan. That level of honesty didn’t demotivate his team; it energized them. And that moment became a defining turning point—one of the most powerful case studies of a company going from good to great.
Be the person who says what needs to be said, not just what’s comfortable to say. That’s where the magic happens—but only if the leaders on the receiving end are open enough to listen.