The selfless gift of courage

Honesty first, then courage, then brains, and all are indispensable.

―? Theodore Roosevelt

Courage, in a professional context, can mean many different things. A CEO could find the nerve to make a bold strategy move in a volatile era of compounding risks. A new graduate might overcome anxiety and follow through on a job interview. An experienced manager can set scary goals and take unpopular action to pursue them. In this edition, I want to explore how we can nurture our courage to act in the service of others. This courage can make a positive impact even early in one’s career, which will compound as seniority and influence increase.

In his farewell message to colleagues, one of my close friends who spent over 30 years with McKinsey framed the importance of courage as a gift for improving our organization. He wrote, “No matter how junior you are, or how mainstream the opinions you are going against — if something feels wrong, say so; if you have an idea, bring it up… Eventually, the best ideas, the best insights, and the best people will prevail. Courage is essential for making good on our promise to leave the firm a better place than we found it.”

The gift of courage flourishes in open and non-hierarchical organizations. If you find it challenging to find the courage to bring your best ideas forward, it’s almost certainly a sign that you’re working in the wrong place . ? In his recent book, The Geek Way , Andrew McAfee refers to openness as one of four attributes–alongside science, speed, and ownership–differentiating geek cultures. These attributes, he suggests, are the keys to understanding the extraordinary success of many technology companies over the past two decades.

A culture of openness says McAfee encourages people to speak up and voice their concerns. Openness sees senior leaders breaking down hierarchies, exposing themselves to correction, and letting go of ideas or projects that aren’t working.

“When the facts change, I change my mind. What do you do, sir?”

John Maynard Keynes

But here is the thing: for openness to flourish, someone must have the courage to present a dissenting viewpoint. That often means delivering a different set of facts to someone more powerful in the organization.

There are steps organizations can take to make it easier for people to take this kind of courageous action.

We know from Amy Edmondson ’s influential work on psychological safety that it’s easier for people to act courageously when they believe the risk is small. To create this environment, organizations can build a culture that encourages openness. One of the best ways to do this is for leaders to welcome questions and concerns, value people who speak up, and demonstrate that it’s okay to be wrong and change your mind. ?

I’ve found that we need to learn to act courageously. Courage does not come naturally. Some of us may be innately more inclined to acts of boldness and bravery, but we can all benefit from practice and constructive feedback.

I hope that framing professional courage as an act of selflessness will motivate you to take simple, brave day-to-day actions that, over time, become second nature. In this way, step by step, your courage will flourish and become almost effortless. ?

Let me share a few examples of such courageous steps

• Ask a question that could expose your ignorance but will also likely help others who silently share your concerns.
• When faced with a group decision, explore the potential downsides when others just want to move forward.
• Turn someone’s assertive statement into a question.
• Shift a conversation about value to one about values.
• Take responsibility for a tough decision when being wrong could have unpleasant consequences.
• Admit that someone else is more capable or qualified to make a decision.
• When you don’t know the answer, say, “I don’t know”.
• Acknowledge when you’re wrong, acknowledge when you changed your mind, and be honest about mistakes in general.
• Give up the safe option for a better yet uncertain one.
• Say, “I need your help”. (Thanks Maly Bernstein , for the inspiration for this one).
• Challenge the way a team works. For example, speak up if personal sacrifices or long hours are taken too lightly. Remember, quality sleep and a better work-life balance may ultimately be the smarter way to go. (Thanks, Dr Els van der Helm , for the inspiration on this one).
• Be yourself?(including the bits others may consider eccentric) and show others they can do the same.

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What does courage mean to you? If you frame courage as an act of selflessness, do you think it will be easier to act more courageously? And what are the best examples of courage you see in your organization?

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