Why you freeze during tough conversations.

Leadership coaching Amsterdam | David Buirs

This article analyzes the physical stress response managers experience during difficult conversations. It provides practical self-regulation techniques based on neuroscience to reduce tension. The content establishes Personal Leadership as the foundation for effective communication.

You are standing at the door of the meeting room. Youโ€™ve rehearsed the script in your head three times, yet your chest feels tight and your breathing is shallow. You are about to deliver a confrontational message, and your body is in survival mode.

This isn’t a lack of preparation; itโ€™s a biological reflex. Your system perceives social conflict as a physical threat. The urge to tense your muscles and shut down mentally is a defense mechanism that might protect you from pain, but it also isolates you from your team.

Personal Leadership starts with your own biology

Real leadership requires the courage to stay open when everything in you wants to armor up. We call this Personal Leadership. When you close your heart to protect yourself, you don’t just block the tensionโ€”you block the connection needed to achieve a result. You become a transmitter instead of a partner.

The key to less tension during difficult conversations lies in recognizing this physical constriction. The moment you feel your chest tighten, force yourself to release that tension. Relax your shoulders. Slow your breath. This is not a vague exercise; it is pure neuroscience to pull your brain out of ‘fight-or-flight’ mode.

The power of grounded confrontation

If you remain open, you unconsciously compel the other person to do the same. People sense whether you are speaking from fear or authority. By not suppressing the tension, but physically relaxing into it, you create space for an honest dialogue. You will notice team resistance decreases as soon as you stop building walls.

Whether itโ€™s a performance review or correcting a senior expert, you don’t have to eliminate the fear. You only need to learn how to stay present with it without cramping up. That is the difference between a manager putting out fires and a leader who transforms.

Do you want to dive deeper into your own patterns? During a leadership coaching trajectory, we look together at what is still holding you back from facing confrontation with total composure.

Schedule a free introduction call here to discuss the possibilities for your context.

How to Handle Criticism at Work

David Buirs | Leadership Expert

How to handle criticism at work… It’s a question I often get. My reply: ๐—ช๐—ต๐—ฎ๐˜ ๐—ถ๐—ณ ๐—ณ๐—ฒ๐—ฒ๐—ฑ๐—ฏ๐—ฎ๐—ฐ๐—ธ ๐—ผ๐—ป๐—น๐˜† ๐—ต๐˜‚๐—ฟ๐˜๐˜€ ๐—ฏ๐—ฒ๐—ฐ๐—ฎ๐˜‚๐˜€๐—ฒ ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐˜„๐—ฎ๐˜† ๐˜„๐—ฒ ๐—น๐—ฎ๐—ฏ๐—ฒ๐—น ๐—ถ๐˜?

Two people hear the same sentence from their boss. One feels judged. The other feels motivated. The words are identical. The reaction isnโ€™t. Why?

Because the label, criticism or feedback, canโ€™t be found in the words. Itโ€™s created in the mind of the receiver.

This is where the real power lies. You decide how much weight to give feedback. Some of it will be clumsy. Some will be unfair. Some will be pure gold. If you can sort, not absorb everything, you win. To take what serves you, and let the rest pass.

We often forget no one is perfect. Not you, not me, not the person giving feedback. Weโ€™re all trying our best, often imperfectly. Holding onto the illusion that you should look flawless makes feedback feel like a personal attack. Drop the illusion, and feedback becomes easier to hear.

Because in the end, the leaders who grow are not the ones who protect their image. Theyโ€™re the ones who keep asking, โ€œWhat can I learn here?โ€ Over time, that choice changes everything.

Of course, this change doesnโ€™t happen overnight. Curiosity is a muscle, and muscles strengthen slowly. So hereโ€™s an invitation: over the next five months, practice trading a little defensiveness for a little more curiosity each time feedback comes your way.

๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿฌ โ€“ ๐Ÿญ๐Ÿฌ๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ: โ€œI donโ€™t think thatโ€™s accurate.โ€
๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿญ โ€“ ๐Ÿด๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ / ๐Ÿฎ๐Ÿฌ% ๐—ฐ๐˜‚๐—ฟ๐—ถ๐—ผ๐˜‚๐˜€: โ€œI donโ€™t really agree with thatโ€ฆ but can you give me an example?โ€
๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿฎ โ€“ ๐Ÿฒ๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ / ๐Ÿฐ๐Ÿฌ% ๐—ฐ๐˜‚๐—ฟ๐—ถ๐—ผ๐˜‚๐˜€: โ€œThat feels off to me. What do you see that makes you say it?โ€
๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿฏ โ€“ ๐Ÿฐ๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ / ๐Ÿฒ๐Ÿฌ% ๐—ฐ๐˜‚๐—ฟ๐—ถ๐—ผ๐˜‚๐˜€: โ€œItโ€™s hard to hear, though I think there may be truth in it. Can you tell me more?โ€
๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿฐ โ€“ ๐Ÿฎ๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ / ๐Ÿด๐Ÿฌ% ๐—ฐ๐˜‚๐—ฟ๐—ถ๐—ผ๐˜‚๐˜€: โ€œI hadnโ€™t thought of it that way. What else are you noticing?โ€
๐— ๐—ผ๐—ป๐˜๐—ต ๐Ÿฑ โ€“ ๐Ÿฌ% ๐—ฑ๐—ฒ๐—ณ๐—ฒ๐—ป๐˜€๐—ถ๐˜ƒ๐—ฒ / ๐Ÿญ๐Ÿฌ๐Ÿฌ% ๐—ฐ๐˜‚๐—ฟ๐—ถ๐—ผ๐˜‚๐˜€: โ€œThatโ€™s helpful. Whatโ€™s one thing I could do differently next time?โ€

So…how to handle criticism at work? With curiosity.

Five months of practice might feel small now, but in five years, it could be the reason your career looks entirely different.