Aristotle called courage the first virtue because it makes all of the other virtues possible. I believe it to be the most important virtue for leaders in the business profession, as well. Without courage, there is no effective leadership at any level. Without courage, there is no breakthrough innovation or radical transformation. Without courage, there is no resistance to the blurring of the ethical and unethical. The absence of courage will very likely place an organization on a quick pathway to oblivion when business conditions invariably turn difficult.
Merriam-Webster Dictionary defines courage as, “Mental or moral strength to venture, persevere and withstand danger, fear, or difficulty.” Let us use this description as the basis for our discussion.
If someone were to describe you as a courageous leader, what exactly would they be referring to? What actions or impressions would you have demonstrated to cause such a characterization? What odds would you have prevailed against or what doubts (yours or others) would you have overcome?
I offer the following likely explanations:
• You took risks that most others would have avoided. Perhaps a decision on a new product or service. Or an acquisition or merger. Or a change is business strategy. You stepped out of your comfort zone, took full responsibility, and made something happen based upon your intellect, insight, and strength of character. And your guts.
• You accepted conflict as a natural business occurrence, and you dealt with it forthrightly, candidly, and honestly. You didn’t ignore it or hide from it and thus exacerbate the problem. You didn’t let the conflict escalate until it boiled over. And in the end you made a decision, however difficult, and lived with the consequences.
• You constantly challenged the status quo. You kept asking “Why?” when others seemed perfectly content. You created a healthy tension to become more productive or more innovative or more forward-looking. You created a culture of excellence, adaptability, and a willingness to embrace change.
• You didn’t suffer from the cowardice of silence. You spoke up when others dared not. You raised difficult issues. You disagreed when you felt you were right. You provided tough guidance and counsel when necessary. You provided honest feedback in a constructive way.
• You developed people and then entrusted them to do their jobs. You empowered others and accepted responsibility when they tripped. You gave credit when deserved. You coached and mentored with candor and patience. You praised in public and corrected in private.
Everyone has the capacity to be courageous. It is a teachable skill, and as such is made better with practice and coaching. You too can be a courageous leader. Be under no illusion, however, that it always come easily, for leadership courage is often a lonely, gut-wrenching, nail-biting experience. It’s not always popular, and you will never always be right. Just understand that it’s all part of the package.
Still want to be a leader?
Of course you do. And good luck!
All the leadership traits I write about in this series of posts are clearly identifiable in my main character, Conor Rafferty, in my novel That Deadly Space. Find it on Amazon by clicking here.
