In Conversation with Dame Neslyn Watson-Druée: Leadership Courage

High Profile Leadership development authority, Dame Neslyn Watson-Druée, left Jamaica when she was 19 and five decades later, there were standing ovations at the Authors Awards at Bafta in London. London has been home to her dreams and to her trials but she never gave up on her purpose: teaching and inspiring the world. Dame Neslyn decided to stay true to herself when very few, if any, really understood the impact of the courage in Leadership and the direct connection with business success.

Now one of the most sought-after High Profile Executive Coaches, a world class keynote speaker who authored 15 books, Dame Neslyn lives a life of purpose and delivers her works internationally, with passion. Her approach to leadership courage is deeply spiritual.

Dame Commander of the Most Excellent Order of the British Empire, a Fellow of the Royal College of Nursing, a Fellow of The City and Guilds London Institute, a Member of the Chartered Institute of Personnel Development, Dame Neslyn is winning endless accolades from international organisations and media outlets, confirming the recognition she deserves. Once again, we invited Dame Neslyn to grace our stage, this time for a new series: In Conversation. Today we explore courage in leadership.

Calling me from her garden this morning, after delivering her latest keynote, Dame Neslyn Watson-Druée told me: “ I just realised that every time I speak on stage, I feel I am getting younger”. I smiled, knowing that after almost two decades of being inspired by her courage, her favourite garden is the stage. I also know with certainty that the seeds she is planting from every stage are seeds of Love and Courage.

What is the role of courage in Leadership success?

Leadership demands more than just the ability to make sound decisions, strategies for growth, or deliver results. At the heart of great leadership lies courage—a quality often underestimated but crucial in creating impactful leadership. As a business psychologist who has spent decades at the helm of large organisations, I have witnessed firsthand how the courage of leaders shapes their teams, fosters innovation, and ultimately drives the success of entire organisations and societal change.

But what does it truly mean to have courage in leadership, can we develop it as professionals?

Imagine a time when, after falling in love with your job, fulfilling your role with excellence, a newly appointed manager comes along and tells you: “I find you threatening, because you are black, you are a woman and you are intelligent. I’m going to block you.” As a result, I left my job, a job I cherished, to develop a new path for the NHS Executives and teach them the ropes of leadership and excellence and, most importantly, a platform for courage in Leadership.

That Leadership Demonstration programme helped the NHS tackle the discrimination experienced by so many black nurses and, to my surprise, I was awarded an MBE for nursing leadership. Courage in leadership is the willingness to face challenges head-on, even when the outcome is uncertain or when significant risk is involved. It is about confronting fears, taking bold steps, and being willing to step outside of your comfort zone for the sake of progress.

Leaders with courage inspire others with their willingness to take personal and professional risks, be vulnerable, and act with integrity. They foster a culture where others feel empowered to share ideas, challenge the status quo, and step into the unknown without fear of judgement or failure. These actions are not born from a lack of fear but from the ability to act despite it.

Every leader is so unique and our readers might be wondering if there are different types of courage in Leadership?

Courage in leadership can take many forms, and different situations may call for different types of courage. I have to start with Moral Courage. This is the courage to stand up for what is right, even in the face of opposition or when it comes at personal cost. Leaders who display moral courage are willing to challenge unethical behaviours, stand by their values, and champion causes that align with their principles. Nelson Mandela’s fight against apartheid and Malala Yousafzai’s advocacy for education are powerful examples of moral courage in action.

Next is Empathetic Courage. Empathetic courage is the bravery required to show vulnerability and relate to others on a human level. This type of courage encourages leaders to acknowledge their own struggles, share their fears and build deep, authentic connections with their teams. Over 70% of employees say they wish their leaders would be more open about their struggles and vulnerabilities. Leaders who demonstrate this courage create psychologically safe environments where employees feel valued and heard.

Thirdly we have to recognise Innovative Courage. Leadership often involves stepping into uncharted territory. Innovative courage is about daring to take risks, question traditional methods, and champion new ideas, even when failure is a possibility. The willingness to innovate can unlock new opportunities, leading to breakthroughs that fuel organisational success.

As you already experienced it, you know that it is closely followed by Resilient Courage. Resilience is actually tied to courage. It’s about facing adversity, bouncing back from setbacks, and remaining committed to a goal even in the face of failure. This type of courage requires persistence and a belief that, despite obstacles, progress is still possible. Leaders who embody resilience inspire their teams to keep pushing forward, even during challenging times.

What is the science behind courage?

Did you know that the courage of facing fear can rewire your brain to reduce anxiety over time? Neuroscientific studies have shown that repeatedly exposing oneself to situations that induce fear can help retrain the brain to manage stress and anxiety better. This concept, known as neuroplasticity, highlights how courageous actions can change our brain’s wiring, making us more adept at handling stress and uncertainty over time.

A study published in the Harvard Business Review found that 57% of employees are more engaged when their leaders display vulnerability and courage, showing that leadership transparency boosts morale and increases commitment to company goals. We just need to look into some of the most effective movements for social change and notice that were led by leaders who exhibited extraordinary courage, often at great personal risk.

Nelson Mandela and Malala Yousafzai, faced enormous personal risks but credited their courage as the driving force behind their actions and social impacts. Their legacies remind us that courage is not the absence of fear, but the willingness to move forward despite it. These leaders didn’t act without fear; instead, they allowed their courage to propel them forward, creating positive change across societies.

Do you consider courage in Leadership a pathway to personal and professional maturity?

Developing courage as a leader is not an overnight transformation. It is built through consistent self-reflection, stepping outside of your comfort zone, and embracing vulnerability. Small courageous actions, such as admitting when you’re wrong, challenging an unethical practice, or supporting an employee’s bold idea, can create ripple effects that foster trust, innovation, and resilience in your organisation.

What practical strategies do you suggest for cultivating courage in Leadership?

I have to start by saying that it is never easy to Embrace Vulnerability. Share your personal challenges and struggles with your team. Doing so fosters trust and encourages others to step out of their comfort zones.Start Small. Begin by taking small risks in your decision-making or interactions. These could be asking for feedback, tackling a difficult conversation, or advocating for a new idea.

Building Resilience in leadership is much like strengthening a muscle—it requires grit, consistent effort, small daily actions and the willingness to push through discomfort. Just as a muscle grows stronger with each repetition, so too does your capacity for resilience with each courageous decision you make. The more you face challenges and rise from setbacks, the more resilient you become, capable of withstanding the pressures of leadership with grace and confidence. It’s in these moments of practice, of leaning into difficulty, that true courage is forged.

Courage isn’t built overnight, but with every step forward, you grow more powerful, more capable, and more prepared to lead with conviction. Learn from setbacks instead of fearing them. Resilient leaders use failures as stepping stones toward future success. Practise Moral Integrity, lead with values and stand firm in your principles, even when the stakes are high or when opposition is strong.

Foster a Courageous Culture, encourage risk-taking and innovation in your teams by creating an environment where failure is seen as part of the learning process.

How could organisations and their investors benefit from courageous leadership?

Modern organisations could benefit from courageous leadership. Research shows that when leaders take small, courageous actions daily, it encourages others within the organisation to do the same, harnessing a culture of innovation and risk-taking. In fact, many businesses have credited their leaders’ boldness with driving growth and maintaining competitive advantages.

Courage in leadership is not just about bold decisions or dramatic actions—it is about a mindset that inspires growth, innovation and connection. As leaders, executives and managers, your courage can shape the way your teams function, how they handle adversity, and the culture of your organisation. By cultivating courage in all its forms—moral, empathetic, innovative, and resilient—you not only lead by example but also pave the way for others to follow.

Let this conversation be a call to action. Start today by taking small steps toward courage, both in your leadership and personal life. In time, these small acts will ripple through your organisation, transforming not just the leader within you, but also the culture around you. We live a time in history where allowing overwhelm to cloud your mission is not acceptable. Have the courage to stand up for yourself and those you lead. Never let anyone be told who they are. Teach them the courage to embrace the unknown with a pure heart.

About Dame Neslyn Watson-Druée

For over four decades, Dame Neslyn taught High Profile Executives to unlearn what they know and learn about the societal fabric of success: courage.

A Business psychologist and Prof. Executive Coach serving CEOs, Directors and Aspiring Directors to be their best in their leadership. All her clients, without exception achieve high performance, excelling in their field against all challenges, re-imagining their business and life with courage, passion and purpose.

Her Majesty Queen Elizabeth II and King Charles III recognition came not once but on four occasions, but that did not end Dame Neslyn’s genuine desire to deliver excellence in leadership. Being awarded an MBE for nursing leadership was just the beginning of her firm commitment to progress followed by The Queen’s Medal and CBE for Health Service Innovation and Leadership.

Dame Neslyn’s contribution to the change in attitude towards black nurses doesn’t bring her life’s purpose to a halt and represents only one fraction of her determination to nurture contemporary tolerance and deliver the transformative power of love and kindness.

I have to start by acknowledging that if Dame Neslyn wasn’t coaching our team, myself and my son included, perhaps many of our publications will never see the light of day. Dame Neslyn helped us activate our team’s creative potential, get clarity on our ethos as a good news media. My favourite sessions are about being courageous and becoming aware of the possibility of helping others, at every turn. Personally I learned that writing with purpose, inspiring our readers is lending our readers the courage to be the opportunity they seek.

While running her own business for almost 3 decades, Dame Neslyn worked as a non-executive director for NHS for over 21 years including 10 years as Chairman of NHS Kingston. During her appointment at Kingston Primary Care Trust, she had to make tough decisions. She dissolved the existing board which left the Trust with a £21,000,000 deficit and created a £5,000,000 surplus within two years.

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