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Episode 21: When Silence Becomes a Risk: Insights on Psychological Safety
In this episode, I sit down with Dr. Peter Brace, author of Practical Psychological Safety in Asia Pacific, to explore why people stay quiet, how psychosocial hazards hide in plain sight, and what leaders can do to create conditions where the truth gets spoken early enough to matter.
We unpack:
Why silence is usually a social strategy, not a knowledge problem
What psychological safety really means
How overload, unclear roles, underwork, and exclusion affect teams
The conditions that make speaking up more likely
Why respect and accountability must work together
When leaders should use direct command and when they should invite open discussion
How hierarchy and culture influence people’s willingness to challenge authority
Why improving one team can be the first step toward wider organizational change
At the heart of our conversation is a simple idea:
Psychological safety is not about lowering standards. It is about creating a workplace where people can tell the truth, surface risk, learn faster, and make better decisions.
That is
The Edge.
Episode 20: Becoming A Fully Resourced Leader
In this episode, I sit down with Rich Lohman to explore what it means to become a Fully Resourced Leader and make better decisions under pressure.
We unpack:
• What it means to be fully resourced as a leader
• Why leadership capacity matters when pressure and uncertainty increase
• How energy, knowledge, skills, confidence, emotional regulation, and support systems influence decision making
• Why leaders need to recognize both their strengths and their gaps
• The importance of inviting different perspectives and knowing when to ask for help
• How preparation before pressure arrives strengthens leadership judgment
• How coaching conversations can challenge assumptions, uncover blind spots, and build capacity
• Why being fully resourced isn't about having all the answers, but having the capacity to navigate complexity effectively
At the heart of it is a simple idea:
Better decisions under pressure don't happen by accident. They are built before the pressure arrives.
And when leaders develop the capacity to think clearly, recognize their limits, invite different perspectives, and draw on the right resources when it matters most—
that is The Edge.