A person informally absorbs organisational instability, preventing leadership chaos from hitting the team directly. They become the system’s emotional and operational shock absorber.

A leader’s vision accelerates faster than the organisation’s capacity, creating a gap where ambition outpaces the systems needed to support it.

The hidden organisational cost created when someone spends their own clarity to reinterpret, soften or stabilise unclear leadership communication for everyone else.

A system that reacts to how truth is delivered rather than whether the truth is accurate. Substance is sidelined by emotional comfort.

A leader or team asks for strategic thinking but only wants validation. Input becomes a ritual, not a mechanism for real decision-making.

A recurring tension between a leader who keeps things fluid to maintain control and someone in the system who needs precision to work. Ambiguity becomes the operating norm, and clarity becomes a threat.