For executives and the coaches that work with them the issue of courage is often a key part of their coaching journey. In numerous conversations with stakeholders and sponsors of leaders the area of courage has emerged as a key area related to other areas of perceived need. Courage plays a key role in areas such as decision making, taking ownership, stepping up, making it work, delegation, trusting others, setting vision, staying with priorities, embracing feedback and conversational moments of truth. These are all examples of areas where courage is relevant in the development of a leader. When we explore more developmental areas like confidence, executive presence, leader-like behaviour, listening, and communication – courage inevitably emerges as a key underpinning of development that results in these outcomes.
In our view, courage is like a molecule with many elements collaborating for its expression. And the ratios will be different from person to person and from context to context. A great way to apply this concept is by reflecting on a question and inserting one of the named elements of the molecular model instead of “courage”. I have provided some examples to guide in examples of common scenarios below.
“When properly cultivated, courage can override anything else”
Developing any of the elements of courage helps to support its consistent expression in our leadership and our work with leaders.
I have written about developmental courage and professional courage for coaches in the past. Leaders or executives may also find some interesting value there as well. However, this post will focus on tips for executives who desire, need or aspire to be more courageous.
The Courage for “that”
Leaders often have a “that” which is in the way of something. I often ask, “what’s the thing that you know you need to do something about and don’t?”
Usually there are themes and patterns revolving around decisions, people, higher risk conversations, self care, well-being and specific contexts where your courage is missing in action.
I would challenge you to question the question. Is your “that” really in the way? What can you do to increase the consistency of courage (curiosity, acceptance) in all situations and contexts? What if you could be courageous (patient, let go) for just a little while longer?
The Courage to “Step In”
Step up by stepping in. Step into your role and what’s expected of you as a leader. Step into maturity. Step into development. Step into feedback with openness.
Stop soft avoidance of these (and other) aspects of leadership. Remember how resourceful you are. Increase your resourcefulness. Don’t identify the barriers, focus on the breadth of outcomes that align with your values and the needs of the organisation.
One banking executive I worked with was new in a regional role and still also had local authority. He was not stepping into his regional role – What only he could do? – and spent too much time on things that he thought others couldn’t or wouldn’t do that were more local or deal specific. When he became aware of this he invested time in learning how to build his ability to trust others and helping them learn how to create broader organisational trust. He supported their increase in scope and scale and stepped into his regional responsibilities to increase the scope and scale of the business. He developed the element of trust and became more courageous to embrace his role and create space for others.
What kind of courage (patience, trust) do you need to develop in order to step in?
The Courage to “Step Out”
Do not take away others right to choose. When we imagine someone will say, do or think then we take away their agency. Often we have a whole chain of assumptions and ideas about what they are capable of, what they want and what they will invest discretionary effort in. Use your courage to ask them. Ask them!
One leader I worked with became aware that he was constantly allowing his assumptions to prevent him from delegating, developing or challenging others and he accessed the courage to act on it. When that happened then he learned that he needed courage to “let go” of perceived needs to influence, add value and control.
Reflect by asking yourself, “What do I need to let go of to empower others?” Or, build on the Step In reflection and ask yourself, “What do I need to Step Out of?
Embracing Courage
This is not an exhaustive list. The intention of writing this is to stimulate reflection and create actionable self-awareness. If you are being coached, then bring your reflections to your coach. If not, then consider coaching as a great relationship to explore your relationship with courage.
As a part of Transcend, I work to develop leaders and executives through coaching and develop coaches who can create unexpected growth and development for their clients.
Please feel free to comment, respond or connect via LinkedIn or find out more at Transcend International.
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