“Kapable taught me to slow down, understand the other person’s perspective, and make my communication more intentional.”

For years, I approached conversations with a strong focus on getting things done. If a meeting had an objective, I wanted to get straight to it, move through the agenda, and reach the outcome. Over time, I realised that this approach could make my communication too task-focused, especially in conversations with senior stakeholders.
I joined Kapable at an important point in my career. I had recently taken on the role of Site Leader for a GCC that I was helping build and operate, working directly with multiple senior client stakeholders. I knew I had the experience and technical credibility, but I also felt I had blind spots in how I communicated and positioned myself. I wanted to come across with greater confidence and think more strategically in the room.
One of my biggest realisations was that every conversation cannot begin with the objective alone. I had to give people space to settle into the conversation and understand the person behind the role. Even when I had an existing professional relationship with someone, I could not assume that meant I could immediately move into task mode.
I also became more conscious of how quickly I offered solutions. When a senior stakeholder raised a problem, my instinct was often to say, “I know the solution.” I realised that this could make people feel that their perspective was being overlooked. Today, I make a conscious effort to hear the problem fully, understand the context, and then guide the conversation towards a solution rather than immediately presenting my own answer.
That shift has also changed how I handle difficult conversations. I now think more carefully about what the other person is trying to communicate, what they need from me, and what I need from them. In client conversations, this helps me separate the many issues being discussed from the one that actually needs my attention.
Another important change has been in how I structure my thoughts. I have always had a lot to say and could bring multiple perspectives into a conversation, but sometimes the main message would get buried. I now consciously think about the takeaway I want the audience to leave with before adding examples, experiences or context.
I am still working on making these behaviours instinctive. Three months of coaching cannot create a completely different person, but it has made me much more conscious of how I show up. I now pause more, listen with greater intent, adapt my approach to the person in front of me, and speak with more precision.
Most importantly, I have started seeing leadership differently. I understand more clearly that leadership under pressure requires balancing empathy with accountability, giving people respect while still being willing to make decisions, and creating space for others without losing direction.