Perspectives on courage...

Sharing excerpts about courage from, The Point and the Lesson… “Courage.  Mental ability which recognizes fear of danger or criticism but enables the individual to meet danger or opposition with calmness and firmness (physical and moral).

  At first glance, a reader may wonder how we, as leaders can display courage in a setting like Corporate America.  It is easier to understand when we are talking about organizations like the military and emergency services, like fire and law enforcement. 

  Reading the definition, courage entails facing into one’s fears, including criticism.  It also entails moral courage, and standing up and using one’s voice, even when you are in the minority.  It can be as simple as pushing back on senior leadership about a business decision.  Those who do this may second guess themselves and think that they will be viewed by others as not being a team player.  But what if the business decision will have a negative impact on results or the team?  Do you hold back and go along with everyone because it is easier to do so?  Easier for whom?

  I tell my teams that all my instructions will be followed to the letter, unless the three exceptions below apply:

1)      The instruction is unethical and/or immoral.

2)      The instruction will result in personnel getting hurt or injured.  The worst-case scenario being loss of life, limb, or eyesight.

3)      There is a better way.

  But what I also tell my teams is that you must have the courage to make your voice heard and let me know there is a better way.  They must also express themselves in an effective and respectful way.  This requires effective communication.  This also requires that I, as the leader, have the courage to listen and not over-react when they provide the feedback, especially if it contradicts my own train of thought.  I must be willing to listen and be prepared to hear that perhaps, I was wrong.

  One of the things that trouble me most, is when leaders tell their team members that they can voice their concerns and opinions.  It is an open-door policy.  That sounds great.  But when the leader hears the things that they do not want to hear, then the messenger, whether intentionally or un-intentionally, is judged and put into a box.  They are sometimes seen as non-team players.  They are somehow not on board and perhaps they are not right for the job.  So, it is an open-door policy, so long as you do not cross over any lines that offend or hurt the senior leader.  This is unacceptable.”

  If you found value in the post and want to gain additional perspective, please visit AGI Leadership Consulting at agignacio.com and help to achieve our goal of “Uniting our world, One leader at a time.”

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