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In Conversation With Advita Patel

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In Conversation With

Advita Patel

Author

Decoding Confidence: The 7 Habits of Confident Leaders

Advita Patel is a leading communications and confidence strategist, the 2025 CIPR President, and CEO of CommsRebel. Her new book, Decoding Confidence: The 7 Habits of Confident Leaders, arrives at a critical juncture for HR leaders navigating the intersection of human judgment and artificial intelligence.

Hi Advita, thank you for joining us! You’ve noticed a pattern in the workplace regarding AI that has you concerned. What is happening to leader confidence?

Advita Patel:

There is a quiet erosion of confidence happening right now. Leaders who used to trust their instincts are now routinely deferring to AI before they’ve even formed an original thought. We are seeing professionals outsource their communications, arguments, and judgment to machines.

The problem is that confidence isn’t built in moments of ease; it’s built by the small acts of trusting yourself, forming a view, and even getting it wrong sometimes. When we repeatedly skip that process by using AI as a crutch, we lose the habit of independent thinking and start to doubt our own capabilities.

You reference Daniel Kahneman’s “System 1” and “System 2” thinking here. How does that apply to our AI usage?

Advita Patel:

Most of us operate in System 1—fast, automatic, and intuitive—especially when we are overwhelmed. That is exactly when we reach for AI. It feels productive, but it’s a shortcut that bypasses the slower, deliberate System 2 thinking where rational decisions are made. If leaders model this uncritical adoption, their teams will eventually stop bringing their own thinking to the table.

Your book introduces the BELIEVE framework. How can this help HR leaders develop more resilient talent?

Advita Patel:

Confidence is not a personality trait; it is a learnable skill built through repeatable habits. The BELIEVE framework consists of seven habits:

  • Boldness
  • Empathy
  • Learning
  • Integrity
  • Empowerment
  • Vulnerability
  • Energy

Two of these are vital in the age of AI. First, Learning: Confident leaders ask what an AI tool can teach them and where it falls short, rather than letting it replace their judgment. Second, Integrity: This is about knowing the difference between your own voice and a generated one, and being willing to say “this is what I actually believe”.

Many HR leaders are currently focused on AI competence. Are we missing the bigger picture?

Advita Patel:

Exactly. The question for HR isn’t whether people are using AI—they should be—but whether they are using it in a way that develops them or hinders them.

HR leaders should be asking:

  • Are our programs building genuine confidence or just tool competence?
  • Are we creating enough space for people to be wrong and learn from it
  • Do our managers understand that no algorithm can replicate the impact of a human leader investing in someone’s growth?

Your research suggests a strong link between management and confidence. What did you find?

Advita Patel:

My research found that 71% of people said genuine feedback from managers made the biggest difference to their confidence. That human element is where confidence actually gets built.

What was the primary motivation behind writing Decoding Confidence?

Advita Patel:

I spent years coaching brilliant people and realized they weren’t struggling with a skills gap, but a confidence gap. This gap costs organizations far more than anyone wants to admit.

The book also addresses the systemic side—McKinsey’s research shows that employees who don’t see leaders who look like themselves are more likely to doubt their own capabilities. Leaders have a responsibility to shape an environment where everyone can be heard. As Juergen Maier CBE (Chair of Great British Energy) notes in the foreword, the book is a powerful tool for reflecting on our own leadership styles.

“The organizations that will navigate the AI era well aren’t the ones with the most sophisticated tech stack. They’re the ones whose people are confident enough to think critically, speak honestly, and lead with judgment that no algorithm can replicate.”

Decoding Confidence: The 7 Habits of Confident Leaders by Advita Patel is now available at Amazon and major booksellers.

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Advita Patel is an award winning business communications consultant and professional confidence expert. She is the founder of CommsRebel, a consultancy supporting organisations to build inclusive, high performing workplace cultures, and the co-founder of A Leader Like Me, an international agency focused on inclusive leadership and employee experience. Advita is the host of the Decoding Confidence podcast, which explores confidence at work through honest conversation and practical insight. Her forthcoming book, Decoding Confidence, will be published in May 2026. An international speaker and award winning podcaster, Advita regularly speaks on confidence, leadership, inclusion, and communications. In 2025, she was the President of the Chartered Institute of Public Relations in 2025.

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In Conversation With Nicholas Wyman

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In Conversation With

Nicholas Wyman

Author

Attract, Retail & Develop: Shaping a Skilled Workforce for the Future

Hi Nicholas, thank you for joining us! Before we dive into “Attract, Retain & Develop”, please tell us about yourself and your current role.

Nicholas Wyman:

Thank you, it’s great to be here.

I’m Nicholas Wyman, a workforce practitioner and CEO of the Institute for Workplace Skills & Innovation America, where I focus on building skills-based career pathways that connect people to meaningful employment.

My work sits at the intersection of business, education, and public policy, helping employers solve talent shortages while creating opportunities for individuals. Over the past two decades, I’ve worked with employers across industries, and both private companies and government agencies, to rethink how they attract, develop, and retain talent.

What drives me is the belief that talent is universal, but opportunity is not. Employers have a powerful role to play in closing that gap.

What’s the origin story for your latest book, Attract Retain & Develop: Shaping a Skilled Workforce for the Future? How did it evolve from an idea to a tangible title? Tell us more about this journey.

 

Nicholas Wyman:

The idea for my latest book came directly from the frustrations I was hearing from employers everywhere. They were struggling to find talent, yet often overlooking capable people because of outdated hiring practices.

I realized there wasn’t a practical playbook that combined real-world workforce strategies with leadership and culture in a way that business leaders could immediately apply.

The book evolved over several years as I gathered case studies, tested ideas through our programs, and refined what actually works in practice.

My goal was to create something actionable rather than that leaders could use to build resilient, future-ready teams.

Your book argues that traditional hiring models are outdated. What specifically is broken in the way most organizations recruit today, and what mindset shift do HR leaders need to make first to truly “disrupt” their approach?

 

Nicholas Wyman:

The biggest problem is that many organizations hire based on traditional proxies for talent, like degrees, credentials, and job titles, instead of actual capability.

This approach unintentionally filters out incredible candidates who have the skills but not the traditional ‘pedigree’. It also slows hiring and contributes to persistent talent shortages.

The mindset shift is moving from credential-based hiring to skills-based hiring, asking, “What can this person do, and how can they grow?” rather than “Where did they go to school?”

Once leaders make that shift, they open the door to a much broader, more capable talent pool.

Your own career path, from chef to global workforce practitioner, is unconventional. How did that experience shape your philosophy on talent, and what can employers learn from non-linear career journeys when evaluating candidates?

 

Nicholas Wyman:

Starting my career as a chef taught me things that you can’t learn from a text book: soft skills like time management, communication and team-building, and critical thinking. Kitchens are performance-based environments, you either deliver or you don’t, and that shaped how I view talent.

My transition into workforce development reinforced that many of the most capable people willing to take initiative and problem-solve come from non-traditional backgrounds. Employers who overlook non-linear career paths miss out on adaptable, resilient, and highly motivated individuals.

Today’s workforce is far more dynamic, and hiring practices need to reflect that reality.

Through your work with the Institute for Workplace Skills & Innovation America, you’ve helped create thousands of skills-based career pathways, including apprenticeships for people with disabilities. What lessons from those programs can HR leaders apply to build more inclusive and effective talent pipelines?

 

Nicholas Wyman:

One of the biggest lessons is that inclusive hiring isn’t charity, it’s actually smart business with a proven ROI for both individual businesses and for the economy, and our society, at large.

When employers focus on skills and provide structured pathways like apprenticeships, they uncover talent that was previously overlooked. We’ve seen firsthand that with the right support and mentorship, individuals thrive and become highly loyal, high-performing employees.

Another key lesson is that partnerships matter. It’s key to work with community organizations and training providers, as that reduces the burden on employers. Inclusion expands your talent pool and strengthens your organization at the same time.

Many employers are concerned about automation and AI reshaping jobs. Based on your research and workforce experience, what skills should organizations be prioritizing now to future-proof both their workforce and their business?

 

Nicholas Wyman:

AI is transforming work, but the real challenge that comes with utilizing this technology is ensuring trust, good judgment, and human capability. The risk isn’t just that AI will replace tasks, but that people may over-rely on it without critical thinking.

That means the most important skills are human skills: adaptability, communication, ethical judgment, and problem-solving. Technical literacy is important, but the ability to question, interpret, and apply technology responsibly is what creates value.

Organizations that invest in these durable human skills will be far better positioned to navigate whatever comes next.

As an author, what are 3 other books you’d recommend to our audience? Why?

Nicholas Wyman:

As someone who works at the intersection of workforce strategy, business performance, and human capability, I tend to look beyond mainstream HR titles. Talent systems rarely fail because of policy. They fail because of behavior, stress, culture, and leadership blind spots.

Three books that have shaped my thinking:

Atomic Habits by James Clear

Clear’s central argument is simple: outcomes are driven by systems, not willpower. That applies directly to organizations. Engagement, productivity, and inclusion are the result of repeated behaviors reinforced over time. If leaders want change, they must design better systems and reward the right daily actions. Culture is not a slogan. It is an institutionalized habit.

The Mindbody Prescription by John Sarno

This book explores how chronic stress manifests physically. In organizations, that same stress shows up as burnout, disengagement, and turnover. Too many workplaces wear chronic pressure as a badge of honor. It is not. It is a performance tax. Sustainable output requires healthier environments and leaders who understand the cost of hidden strain.

The Gifts of Imperfection by Brené Brown

Brown’s work on vulnerability and courage is ultimately about trust. And trust drives performance. Innovation, accountability, and retention depend on psychological safety. High standards and empathy are not opposites. The best organizations combine both. When people feel safe to speak up and grow, performance follows.

For me, workforce strategy is not just about hiring models or talent pipelines. It is about energy, resilience, and behavior at scale. Organizations that understand that outperform those that treat talent as a transactional process.

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Author of Attract, Retain & Develop, Nicholas “Nick” Wyman began his career as an award-winning chef. Transitioning from the culinary arts to the business world, Nick leveraged his leadership experience to become a globally recognized workforce practitioner. As the CEO of the Institute for Workplace Skills and Innovation Group (IWSI), he redefines career pathways, transforming how the modern world views skills and success. Under his leadership, IWSI has ignited over twenty thousand skill-based career paths. Nick is the author of two books and contributes to Forbes, Fast Company, the MIT Press Journal, and CNBC.

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