DIGITAL_ITB Dec 2025_Jan 2026_fullbook v2 - Flipbook - Page 26
“Calm leaders are not devoid of emotion — they simply
direct their cognitive resources toward what matters
most and filter out the noise.”
F E AT U R E
LAINIE CASSIDY, KPMG AUSTRALIA
“You’ve got see yourself as an instrument
that needs to be managed to be effective
and to manage others,” says Dr Travis Kemp,
organisational psychologist, coach and adjunct
professor at the University of South Australia’s
Business School.
What’s important is to be able to take on feedback
without rejecting or being defensive about it.
“The temptation, as a leader, is to take feedback
as absolute, without contextualising it and
understanding the source and the complexities
along the way that lead to that feedback,”
says Kemp. “That’s one of the levels of sophistication
we haven’t got to quite yet in the feedback process
around leadership.”
THE LEADER’S SHADOW
It is vital for a leader to appreciate how their actions
impact others.
“The popular term is ‘the shadow I cast
as a leader’,” says Kemp. This requires a level
of openness and a willingness to sit in discomfort
and understand what triggers a defensive position
in someone else.
The goal is to create an environment where people
feel safe enough to tell the truth without fear
of retaliation or consequence, even though that
may be an unpleasant experience for the leader.
Connecting with people on a personal level helps
build understanding as well as a good relationship.
“Talk about what’s going on in your life and your
responsibilities. The more context and understanding
you have, the more connection you will build,”
says leadership development expert, Wendy Born.
It is also important for leaders to remember that
the only person they can change is themselves.
“Expecting somebody else to change is a waste
of your energy. Focus on what is within your circle
of control,” says Born.
26 INTHEBLACK Dec 2025/Jan 2026 SPECIAL EDITION
CALM UNDER PRESSURE
Another essential skill for leaders is staying calm
under pressure. This is a cognitive state that can
be deliberately trained.
Cognitive reframing, which involves reinterpreting
a threat as a challenge, draws on the brain’s executive
attention network — the system that enables focus
and decision-making under pressure.
“When leaders consciously shift their appraisal
of a stressful situation, it reduces activation in the
amygdala, the brain’s threat-detection centre,
allowing for clearer and more strategic thinking,”
says Lainie Cassidy, head of wellbeing, mental health
and safety at KPMG Australia. “Calm leaders are
not devoid of emotion — they simply direct their
cognitive resources toward what matters most and
filter out the noise.”
This ability to stay regulated is not innate. Rather,
it can be built by fostering mental skills that help us
respond to difficult events.
“When something unpleasant happens, frustration
triggers a response where emotion overrides logic.
Strong leaders recognise this early and interrupt
the cycle. They develop what is called metacognition
or the ability to think about their thinking,”
says Cassidy.
This involves leaders consciously choosing the way
to respond, rather than reacting reflexively. To break
the cycle, perhaps take deep breaths to activate
the parasympathetic nervous system. Then mentally
assess what’s being threatened — for instance values,
time or control.
“Strong leaders also understand that frustration
often masks something deeper, whether it is
a misalignment in values or a fear of being
misunderstood. Leaders who address the root cause,
not just the symptom, model emotional intelligence
and reduce collateral damage to team morale and
engagement,” says Cassidy.
