Courage as a competitive advantage

Managerial Courage is the ability to give direct and effective feedback, be open and honest without being intimidating, deal with problem situations, and talk openly about potential issues or risks with presented directions and solutions.

When a leader does not have Managerial Courage, you will see behaviors like:

• Being undecided about something.
• Making decisions in alignment with the most forceful voice in the room.
• Not bringing up what needs to be said.
• An unwillingness to deal with problems effectively and in a timely manner.
• Hesitant to deal with conflict or help others through conflict situations.

A leader who has Managerial Courage will demonstrate the following behaviors:

• Make decisions in risky or uncertain situations.
• Create a safe environment for mistakes and opportunities to correct errors without consequences.
• Listen to their gut thoughts and feelings, sixth sense, or radar.
• Have candor and bring up what others aren’t bringing up.
• Create positive energy and perspectives.

Managerial Courage

Walt Disney once said, "Courage is the main quality of leadership, in our opinion, no matter where it is exercised. Usually it implies some risk—especially in new undertakings. Courage is to initiate something and to keep it going—to have a pioneering and adventurous spirit to blaze new ways in our land of opportunity."

Courage is a powerful trait in leadership. It weaves together its Latin origin, Cor, meaning “heart,” with its contemporary definition: mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. Courage is having the resolution and fortitude to change or stop something for the greater good. To us, the “heart” of courage is the substance of Leading On Purpose.

Winston Churchill represents a model of undeniable leadership with “world-changing” courage. When he spoke, England and its people were given the hope and determination to fight a war that simply had to be won – against odds that left many, even his own friends and family, convinced that England’s future was already lost.?

Courage is a quality that separates good leaders from great ones. Leaders who demonstrate courage exude confidence and competence. They influence their people to act with bravery and drive organizational success. Human history is filled with iconic figures who exemplify the characteristics that define courageous leadership, such as resilience, commitment to purpose, and being authentic. Their passion, commitment, and resolve inspire their teams, energize customers, and position them as leaders in the markets they serve. For us, courage is foundational in that leaders need to step in front when something is challenging or difficult, or is simply not right.

Leading On Purpose takes courage. Risks taken may go against the grain of organizations, and key decisions can have game-changing effects on businesses. Given the consequences, there is often a reluctance for leaders to act with courage. We believe that hesitancy stems from a mindset that is results-based and not purpose-based.

The CEO of a four-billion-dollar company had to make a decision. The vice president of sales and marketing for North America had posted three straight years of 15+ percent growth year over year in both sales and profitability. The CEO loved this guy because of his performance. The numbers were great. However, customers, employees, and suppliers had little respect for this vice president because of the behaviors he was demonstrating.

What behaviors could possibly counter the accomplishments of this high-performing leader you ask? He was having multiple affairs with women in his organization. Problems started to bubble up and many others became aware of what was going on. The issue came to a head when an emotion-laden outburst at a sales meeting spurred words of anger between the vice president and two female colleagues.

Aware of the situation, the Human Resources leader completed an investigation and presented a comprehensive case to the division president and the CEO. She highlighted risks to the company such as loss of talent, employee engagement, customer anxiety, inequities in managing talent, difficulties in recruiting and retaining talent, and legal ramifications. It became immediately clear that any one of these risks alone could offset any gains in sales revenue and profitability. The HR leader recommended that the company let the vice president go.

The division president and CEO were reluctant at first. How could they fire the company superstar? They were looking forward to another double-digit year of growth. However, the HR leader was resilient and had the courage to engage the executives in a discussion of the risks, advantages, and potential outcomes. It took a little convincing, but the leaders finally agreed.

There are situations where you have to find the courage to do what's right for others and for the organization. How could one not take that action? To be fair, the division president and CEO found their courage as well.

Martin Luther King Jr. famously said, “The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.”?Leaders will experience challenges throughout their careers; and some will be more complicated than others. How leaders manage through the difficult times defines whether others will follow. It will be uncomfortable, people may not like you, but they will respect you for having the courage to take a position, regardless of the political or business implications.

Final Thought

As a leader, it is important to remember that a safe space has to be created for courage to be maintained.?You are accountable for creating this safe space for individuals on your team and your colleagues. ?Strong and agile leaders are not afraid to push back when they disagree with something and share their thoughts in a respectful and appropriate way.??