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The Invisible Conversations
How Self-Regard and Ego States Shape Mindset, Behaviour and Organisational Culture
One Meeting, Four Stories
Imagine this. A meeting lasts just thirty minutes, yet the four people attending walk away with four entirely different stories about what has just happened.
Sarah, the department manager, believes she has delivered clear and constructive feedback. She has acknowledged the team's progress, highlighted areas for improvement and reinforced expectations for the next quarter.
Tom returns to his desk feeling defeated. Every comment replays in his mind as criticism. Once again, he questions whether he is good enough for the role.
Emma leaves frustrated. To her, the discussion feels controlling.
"Why ask for ideas," she wonders, "if the decision has already been made?"
Meanwhile, David reviews his notes, identifies two actions he can improve and books time with Sarah to explore possible solutions.
Same meeting. Same words. Four completely different experiences.
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