What does it take to be a brave leader? Advice from one of the most principled leaders I’ve ever met
I recently had the pleasure of sitting down with Helen Clark, the former Prime Minister of New Zealand, Chair of the Global Commission on Drug Policy, and one of the most principled leaders I’ve ever met.
When I asked what she was most proud of, her answer filled me with hope. She said: “What I’m most proud of is that people say to me, we felt a lot safer when you were Prime Minister.”
In a world where leadership is often measured in visibility and volume, it was so refreshing for a global leader to acknowledge the real impact is the human impact.
When I asked about her approach to leadership, she described it as steady and pragmatic, focused on incremental change rather than sweeping reform. Again, in a fast-paced, noisy and results driven world, it was refreshing to see someone acknowledge that lasting change requires small and humble steps. As Helen put it:
Say what you mean, mean what you say, and under-promise so you can overdeliver.
It’s straightforward advice, yet many leaders struggle to follow it.
Our conversation also touched on something many women in leadership will recognise: being judged by a different standard. Helen spoke about how qualities that would be praised in male leaders were often reframed when applied to her. The media and opposition described her strength as ‘toughness', and her decisiveness as ‘coldness’. Qualities that would rarely be questioned in a man.
When I asked how she dealt with that, her response was to: stay focused, build resilience, and don’t get distracted by the noise. Focus on the work.
She also spoke about the importance of building a strong and happy team around you. Helen never felt like she was leading alone. That sense of shared direction, even in the face of different opinions, was something she worked hard to create. It’s a useful reminder that leadership isn’t about having all the answers yourself, but about bringing people with you.
We ended the interview talking about values, and how to uphold them in uncertain times. Fear and pressure put values at risk. Helen was very clear in expressing this is exactly when you need to hold onto them.
She pointed to the current pushback against diversity and inclusion and made a compelling case that this isn’t just a moral issue, it’s a business one. If you’re not drawing from the widest possible pool of talent, you’re limiting your own potential.
This conversation was the perfect reminder that brave leadership isn’t about making the biggest changes and the most noise. It’s about showing up consistently, not skipping the small steps, holding your nerve, and not going it alone.
This is how lasting change is built - not through noise or disruption, but through consistency and conviction.