“We must face the brutal truths.”
A long-time friend and CEO has repeated this mantra for years. The phrase traces back to Jim Collins’ Good to Great, where he urges leaders to “confront the brutal facts.” For leadership teams willing to practice it, this principle becomes a true competitive advantage.
Unfortunately, I’ve observed too many teams living by a different mantra: “Avoid brutal truths at all costs.” Or at the very least, “Don’t say them out loud in front of my peers.”
The problem is, brutal truths are everywhere in business. They surface in resource constraints, shifting industry dynamics, competitive pressures, product or performance gaps, and customer challenges. These are not distractions from the work of leadership—they are the work of leadership.
So why do teams resist? At the core, it often comes down to ego. Protecting one’s presence, perception, or performance takes priority over raising real issues. Yet the cost of that ego protection is simply too high. Problems unspoken cannot be solved.
The reality is stark: if we can’t name the challenges, we can’t fix them. Only when teams create the safety and trust to bring everything to the table can they examine, dissect, and solve for what truly matters. The best leaders don’t shy away from these conversations—they actively create the conditions for them to happen productively.
Brutal truths aren’t a threat to unity; they are the foundation for it.
So I’ll leave you with this:
What is the most important brutal truth you’ve had to face—and embrace—as a leader?