A Call for Courage and Conviction

This year will likely be an exhausting one in American politics. For many of us, the Presidential options we are faced with are discouraging. Commentary on the individuals' policies, character, or beliefs aside, our leading candidates generally fail to unite us and lead us to a better place as a society. And for me that is one of the central jobs of a leader, certainly of a President. In fact, I think the measure of any leader is who follows you and where do you lead them. I am a bit inspired by a couple of the longshot candidates from each party though. While I'm not sure Dean Phillips or Nikki Haley will have a real chance in their respective parties, their conviction in believing we deserve something better and their courage to step up and try to deliver something better and different in the face of a lot of pressure not to, is commendable.

In our world of organizational leadership, I think we all recognize courage as a critical ingredient. And yet I think real courage - and how important it is - can be easily taken for granted. It is comfortable for a leader to do what others are doing and to follow the direction and momentum of a group, to do the things that all organizations do: using the same measures, the same structures, the same incentives, the same expressions, investing in the same inititiaves, downsizing or rightsizing in the face of pressure. Not that any of it is necessarily wrong, it's just more comfortable if others are doing it too.

Doing something different is harder. Believing in a path and an approach that might be unique, that might be more human-centered, or call for more patience or more inclusivity or more dialogue, requires courage. Leading is not simply being in front of the pack and going the direction the group is already headed. It is getting out further in front, casing a vision, charting a course to a menaingful destination and helping others see why it's worthwhile, even when you are unsure of what lies down that path. As my friend and mentor Mark Thompson often says, "Leadership is exhausting as you are continually running out ahead to see where to go and then running back to help bring everyone along." I think that's a good metaphor. But it requires courage because you simply don't always know what lies down the path. And you often don't know who will follow you. And yet even when it's uncertain, you have to lead, you have to cast a vision of what's possible.

Courage is tested by fear, one's own fears and the fears of others. In fact, if there is no fear there really is no courage. It is tested by skepticism, particularly that of bright, articulate people. Courage is tested by adversity and by outcomes that come short of the desired goals. When an organization faces adversity and doesn't reach the expectations it sets for itself - as is the case for many right now - it is easy for people to begin to criticize ideas, second guess strategies, and even attack individual strengths, abilities, or character. And to attack the organization itself. It takes courage to lead in the face of all of that and to hold fast to the the destination you believe in.

But courage and conviction don't imply staying the course at all costs. In fact one of the most courageous things leaders can do is adapt their views, listen, process new information, and even change their minds. Conviction is less about being steadfast in how we accomplish something; rather it's being steadfast in both why something is worthy of our energy and that we will accomplish it.

It takes courage to reach out to adversaries and critics and win them over, not by shutting them down (and certainly not through ad hominem insults as our political landscape is littered with) but by seeing the viewpoint of others, inviting them into the dialogue, and continually evolving thoughts about the path forward. I'm struck by how many smart people I know that hold differing views on any political topic and yet in the discourse about the topic you'd often be led to believe that one must be a complete idiot to hold the opposite view. Again, I think the same can be true in organizations. The fact is there simply is merit to a lot of different views, a lot of different approaches, even when the desired goals are the same (as they so often are). A leader doesn't say that this is the only way, but rather rallies organizational energy about a particular way. And helps everyone see why it's important to go forward together, uniting and aligning people in the process.

Courage and conviction are manifested through communiciation: how we communicate, what we communicate, who communicates...and certainly how we listen. The more authentic, the more transparent, the more vulnerable the communication is, the more impactful it can be.

2024 won't be an easy year. Our political landscape is troubling. Our social structures continue to hold significant tensions in them. The economic landscape has a mix of headwinds and tailwinds; while there is a lot of opportunity there is still quite a bit of uncertainty. Being a leader this year on any level will require courage. The courage to help each other see a biger picture. To rise above the negative vitriol that media wants to suck us into. To focus on the dignity of others even when we disagree. To be trusting and trustworthy. To listen to each other and unite around common goals. To expect a higher level of dignity and respect from ourselves and from those we're willing to follow. To make the world around us better. Now more than ever organizations need to stick together and people need to believe in each other. And now more than ever we need courageous leaders. ?

Be courageous this year.

"Points of Impact" is a publication expressing thoughts on how we might approach our work differently to have a better impact on others and the world. For more related perspectives, check out the book Impact with Love: Building Business for a Better World - now available on Audible!