The Credibility Brief is a weekly newsletter. Each issue does two things: a pattern or structural truth about credibility that most leadership content gets wrong or skips entirely, and one concrete move to act on that week. It's written to be useful whether you're leading a team or sitting at the executive table.
THE CREDIBILITY BRIEF Issue 004
The question isn't whether your work is excellent. The question is: when someone who matters is in a room without you and your name comes up, what do they say?
THE CREDIBILITY BRIEF Issue 003
Tentative language, including hedges, qualifiers, excessive apologies, and diminutives like "just" and "quickly," consistently reduces observer assessments of capability and authority, independent of the quality of the idea being expressed.
THE CREDIBILITY BRIEF Issue 002
Good work doesn't speak for itself. Credibility is assigned based on what decision-makers know you've done, not what you've done. This week: why visibility is a structural problem, not a character compromise, and what to do about it.
THE CREDIBILITY BRIEF Issue 001
The most prepared person in the room is often the least credible one. It isn't that they don't know their material. They usually know it better than anyone else in there. They don't realise that over-preparation reads as anxiety, not capability.
THE CREDIBILITY BRIEF Issue 000
The Credibility Brief is a weekly newsletter. Each issue does two things: a pattern or structural truth about credibility that most leadership content gets wrong or skips entirely, and one concrete move to act on that week. It's written to be useful whether you're leading a team or sitting at the executive table.
