This behavior emphasizes addressing complex and challenging issues directly. By handling the “undiscussables,” leaders foster an environment of trust, authenticity, and genuineness. This behavior is rooted in courage, responsibility, awareness, and respect.

The chapter provides two examples of this behavior: US Admiral James Stockdale’s survival as a Vietnam War prisoner of war and Anne Mulcahy’s leadership as CEO of Xerox. Stockdale combined a positive outlook with a matter-of-fact acknowledgment of harsh realities, an attitude Jim Collins (author of Good to Great) dubbed the “Stockdale paradox.” Mulcahy confronted brutal realities at Xerox by making tough decisions and taking responsibility for the company’s situation, which eventually led to the company’s resurgence.

Ignoring or evading reality can lead to a loss of trust, either due to perceived incompetence or a lack of character. By contrast, confronting reality brings speed and cost benefits by facilitating open interaction, fostering a problem-solving atmosphere, and encouraging innovative and collaborative solutions. Many individuals fail to confront reality due to fear of being unpopular or a desire to avoid discomfort or losing face. However, ignoring reality only exacerbates issues, erodes options, and escalates costs. Covey encourages readers not to fear delivering bad news, asserting that confronting brutal facts with unwavering faith can lead to resilience and strength.