Develop An Edge To Do Good

“The only reason I can do so much good in this firm and profession is because I have learned to be formidable. I’ve been swimming with sharks a very long time, Andy.” – Leonard Searcy, Esq.

Dear Colleague,

Have you ever found yourself in an unsettling situation—a meeting with someone who made you feel uneasy or faced subtle pressure to compromise your values? These moments often reveal more about us than they do about others. Often, the discomfort comes from a desire to “get along” and be “agreeable.” But they can also serve as a signal: it’s time to sharpen your edges. While being agreeable has its place, those aspiring to greater responsibility must develop an edge—a critical trait for navigating difficult situations and protecting what is right.

Leadership is about more than doing good when everyone is on the same page; it’s about staying effective when people disagree or when things get tough. Developing an edge allows you to act decisively without losing your integrity. Like the claws and fangs of a predator, an edge may seem dangerous, but it is essential—something to be used with precision and purpose, even if only rarely. Having an edge means possessing the ability to confront discomfort head-on, enforce boundaries, and take action when it matters.

An edge is not about ruthlessness; it’s about capability. As one analogy goes: A declawed cat cannot be proud for not shredding curtains—it simply has no claws. Being harmless isn’t a virtue.

Finding My Edge as a Manager

When I first became a manager 15 years ago, my biggest challenge was upskilling or managing out an underperformer. I had no edge back then—everything I said was drenched in sweet platitudes because I wanted to be liked. I avoided difficult conversations, hoping things would improve on their own. But the problem dragged on, morale began to falter, and I realized that avoiding conflict wasn’t kindness—it was negligence. I was failing the team and the employee.

It was my mentor, Leonard Searcy , who gave me the nudge I needed. Leonard, an equity partner and the first Black member of Shook, Hardy & Bacon ’s Executive Committee in its 135-year history, listened to my complaints with growing impatience. “It sounds like you just need to toughen up,” he said bluntly.

Taking his advice, I sat down with the employee, set clear expectations, and outlined achievable goals. I also provided the support they needed to improve. It wasn’t easy, and it didn’t guarantee a happy ending, but it marked the beginning of my learning to develop an edge. The employee ultimately left the role, but the process was handled with respect, and that experience became a turning point in my leadership journey.

What Is an Edge?

An edge is more than just being assertive—it’s the ability to act when necessary, decisively and effectively. It demonstrates that you are not harmless but capable of addressing risks and taking bold steps to safeguard the organization. Leaders without an edge convey weakness, as they tend to avoid conflict and uncomfortable decisions. Those with an edge know when to act, even if it means confronting difficult truths or making unpopular choices.

Three Ways to Develop an Edge

1.????? Recognize Threats When You See Them

Exceptional leaders must learn to recognize potential risks, even when they appear subtle. This means thinking like a problem-solver: Where are we exposed? What could go wrong? For example, compliance auditors look for gaps in processes, while cybersecurity experts think like hackers to anticipate insider threats. Leaders with an edge proactively identify and mitigate risks before they escalate into full-blown crises.

2.????? Confront Problems with Skill and Courage

Having an edge means knowing when and how to confront issues directly. Effective leadership isn’t about being nice all the time—it’s about being firm and fair when the situation demands it. This could mean addressing unethical behavior or making difficult decisions to steer the business in the right direction.

Consider Satya Nadella, CEO of Microsoft, who took over during a time of stagnation. Nadella didn’t shy away from confronting Microsoft’s cultural inertia. He introduced empathy into leadership while also making tough calls—pivoting the company toward cloud computing and letting go of legacy business units. Nadella’s willingness to act decisively, yet compassionately, restored Microsoft’s competitive edge.

3.????? Use Power for Positive Outcomes, Even When It’s Hard

Mastering power is essential to leadership—not just having it, but using it wisely. Sometimes, doing good requires making hard decisions, such as restructuring teams or managing out underperformers. These actions might seem harsh in the short term but are often necessary to protect the organization’s long-term health.

In volatile markets, leaders must navigate uneven terrain—some business units will thrive while others decline. Retooling and reorganizing teams during these shifts can be painful, but conscientious leaders understand that doing what’s best for the organization demands difficult conversations and empathetic engagement.

Here’s the Dose of Optimism

Sharpening your edge as a leader isn’t about becoming evil—it’s about recognizing risks, developing the skills to confront them, and wielding power for positive outcomes. You don’t need to be defanged to be safe, nor do you need to be harmless to be loved.

Developing an edge allows leaders to act with clarity, confidence, and compassion. When you cultivate your edge, you become the leader who can make difficult decisions while still inspiring loyalty, creativity, and trust. Doing good as an executive requires courage and conviction—and with practice, your edge becomes not just a tool, but a virtue.

Steps to Take This Week

1. Audit Your Environment: Identify one area in your organization where a potential risk or vulnerability exists but has been avoided due to difficult conversations. Start working on a proactive solution, mapping out the conversations you need to have.
2. Initiate a Tough Conversation: Choose one difficult conversation you’ve been putting off and have it this week. Approach it with the intent to resolve, not avoid.
3. Reflect on a Recent Challenge: Journal about a situation where you had to make a hard decision. Did you balance firmness with fairness? What did you learn from the experience, and how did it shape your growth as a leader?

With unwavering belief in your leadership journey,

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Andrew Cooper is a husband, dad, brother, son, and life-long student of human behavior and leadership. In his spare time he is an author, board director, patent inventor, technology attorney, keynote speaker, and lecturer.