BEHAVIOURS 

Being sensitive to people's receptiveness to difficulty messages; i.e. picking the moment to share and tackle bad news

Being open and honest

Blocker: having information that you can not yet share 

Leadership can feel lonely - build peer group, as well as engaging staff collectively in the leadership challenge

 The resilience of the individual is enhanced by the closeness and resilience of the team

Trust and authenticity are interwined

Enablers Peer support network 
Exec teams can trust each other and explain why feedback may be difficult to hear
Leadership Skill

Blockers - 
other peoples' agendas
Lack of financial resources
institutional lack of trust
Experience of being let down in the past 

understanding that there are difficult decisions to make and that the best we can do is make the most genuine decisions that we can

Communicating  Effectively
RKE challenge to present a view different from your own

Having the ability to rehearse a communication and debate it with others: Cabinet Collective Responsibility 

Honest and timely
 Top-down comms are often delivered bluntly, each layer of management then customizes the message a bit more for the specific audience.

Ensure that communication is not defensive but is honest and clear and based on facts.