Leadership · Governance · Ethics · Strategy · Culture

Walking alongside leaders at their

inflection points

Brave Inflexions partners with boards, executives, and senior leaders to navigate complexity, strengthen ethical cultures, and become better versions of themselves — for the organisations and societies they serve.

Brave Inflexions is a proudly South African company, with a Level 1 BBB-EE status, wholly black female owned, and with global reach. National Treasury Supplier database number: MAAA0883654

Leadership

Directors
Executives
Senior Managers

Governance

Governance Training
Induction

Ethics

Training
Ethical dilemma navigations

Strategy

Strategic Advice
Facilitation

Culture

Culture turnaround

What sets

Brave Inflexions apart

#01 - MORE THAN 30 YEARS OF EXPERTISE

The Founder has walked the talk. With more than 35 years of leadership experience, which includes executive, non-executive and international experience. Leaders who work with Brave Inflexions are assured of a level of competence that they can rely on.

#02 - BLENDED APPROACH

Leadership interventions cannot be one-dimensional. Brave Inflexions looks through multiple lenses when assessing the client’s needs and brings to the table a multi-dimensional approach in its interventions.

#03 - MULTI-DISCIPLINARY

In serving the client’s needs the following disciplines are incorporated:

Leadership, Team Dynamics and Performance Management
Lessons from the field of Neuroscience
Lessons from the field of Epigenetics
Ethics
Governance and Risk Management
Lessons from the Enneagram

#04 - CUSTOMISATION

All interventions are customised, to ensure that the client’s needs are met. The Brave Inflexions approach is to acknowledge that all organisations have their own nuanced challenges and need tailored programs that take the nuances into consideration. First, we listen, then we propose solutions or interventions.

#05 - CROSS-SECTORAL

We make a point of bringing leadership lessons from other sectors while zoning in on the particular dynamics of the client’s sector. This helps the client to think broader than the box they may have been operating in.

#06 - COURAGE AND TRUST

We don’t shy away from having the difficult conversations, especially where the client has to deal with ethical dilemmas, conflict resolution, complex inflection points and the like. This, we are able to do because our clients trust us to work in their best interest and that conversations are always deemed confidential

MESSAGE FROM THE FOUNDER

First, lead yourself

Leadership is key to humanity’s survival. However, we need to redefine our understanding of leadership and what is required as we move into an ambiguous non-linear future that requires a fluidity we are not accustomed to.

I created Brave Inflexions in response to a growing distress I was feeling in watching humanity dealing with increasing complexity in a less than optimal way. That is a complexity which we have created and are collectively allowing to spin out of control in some key areas.
Every day I see things that deepen my belief that strengthening our leaders to navigate today’s challenges, while shaping a better future for all, is an absolute imperative. I think deep down we all know it, but in the busyness of daily life we are not giving enough attention to it and are therefore lagging in bringing about the necessary changes.

what makes us different

Our Services

Board Services

Executive Support

Culture Transformation

Strategic Advice and Facilitation

Conference Keynote

Our clients

Trusted by Industry Leaders

BLOGS

Thought Leadership

Our Blog

When Pressure Enters the Boardroom

Those moments, when the tension is so thick in the Boardroom that you can cut it with a knife, tend to sneak up more often when the organisation is under pressure. They arrive without being calculated into the room.

I prefer to the called in prior to cultures becoming toxic, but I generally find myself called in when tension runs high between the NEDs and the executives – and most of the time both have legitimate reasons to be tense. Frustration is palpable and, before you know it, an us-versus-them atmosphere is created. I am often amazed at how a group of good people divides itself into camps where each considers the other not worthy of their trust. And often the cost of the tension to the organisation is not calculated or even acknowledged. Especially not when the organisation is in crisis.

When People Doing the Right Thing Stand Alone

As we grow older, experience bends and reshapes the things we believe. Sometimes we see the reshaping and are consciously aware of where it takes us. Sometimes we only realise long after the fact that the bending happened. I have a long list of items that have been bent and reshaped in my consciousness. I am pretty sure that some of them are not yet in my conscious mind. I was recently reminded of one of my reshaped opinions when I was asked to speak at the University of Johannesburg’s annual Corruption Summit.
There was a time in my career when a younger version of me stood before professionals and told them that they must do the right thing—even when they had to stand alone. I said it with conviction, because it was the right thing to say. But, with more life experience under my belt, I now understand that I had a too narrow view back then.