I was delighted to speak at the IFSEA 2026 Conference (International Forum for Senior Executives and Advisors) on the opening panel.
Entitled ‘Tainted by Association’ the discussion focused on how Executives can find their reputations damaged not because of what they did, but because of what they failed to spot or stop. We examined how being “around” problematic behaviour-weak culture, poor leadership, or unchecked bad actors-can be enough to trigger scrutiny from boards, regulators and the market. We explored the impact of active leadership that shapes culture for the better, and the dangers of passive leadership that overlooks warning signs and inadvertently signals tolerance.
My key headline messages:
- reputational risk often arises from ethical blind spots, passive leadership and a failure to ask difficult questions early enough
- crises frequently emerge because leaders assume “it won’t happen around here”, move too quickly, undervalue reflection and critical thinking, and fail to create a workplace climate where people feel able to speak up.
- the consequences are both organisational and personal: loss of trust, anxiety, silence, reduced motivation, talent loss and wider social trauma.
- if people need courage to speak up, challenge, admit uncertainty or surface risk, the issue is not a lack of courage. The issue is the system that makes courage necessary.
- my practical calls to action are for leaders to slow down, build vigilance and critical thinking into leadership expectations, encourage voice and curiosity, and lead with dignity – because the cost of unasked questions is too high.