08/12/2026
đż Field Note: Power, Receiving & Response-Ability
We spend a lot of time teaching people how to communicate âbetter.â
How to speak up.
How to give feedback.
How to name concerns.
How to have courageous conversations.
But I keep returning to the other side:
Have we resourced the people with greater power to be spoken up to?
Because people learn very quickly what happens when they say:
âNo.â
âI disagree.â
âThis isnât working.â
âYour impact on me was different from your intention.â
And systems adapt.
Some people get quieter.
Some hold back.
Some tell safer versions.
Some lose hope.
And some, when they havenât been heard, amplify the signal.
Leaders are human nervous systems, too.
Conflict and disagreement can activate shame, defensiveness, withdrawal, urgency, control.
Understanding that matters.
Resourcing it matters, too.
Because the more power we hold, the greater the relational reach of our protective responses.
So hereâs a practice I often return to:
When someone says something difficult for me to hearâ
What happens in my body?
What do I want to do immediately?
Explain?
Defend?
Fix?
Withdraw?
Take control?
And what might give me enough internal space to have more choices?
A breath?
A pause?
More time?
Support from someone who can help me process my activation without asking the person with less power to care for it?
Sometimes response-ability sounds as simple as:
âI want to take this seriously, and I need some time to process. Can we come back to this?â
Resourcing doesnât mean endless accommodation or abandoning boundaries.
Sometimes a resourced response is still a firm boundary.
A difficult decision.
A repair.
An acknowledgment of loss.
The invitation is to have enough capacity to stay in relationshipâideally WITH peopleâwhile discerning what comes next.
So perhaps leadership asks not only:
âDo people feel safe enough to speak?â
but:
âWhat happens in meâand between usâwhen they do?â