Courage in a Corporate Setting

Sometimes leaders need to leave their comfortable "safe zones" in order to be effective. The reality is that the bulk of our jobs can be done by almost anyone. Most decisions we make are of the "no brainer" variety, especially as we become more experienced and comfortable in our role as leaders. But there are a few decisions that we need to make where we really earn the money and privileges that come with a management role.

When we voluntarily step outside of our comfort zone to do what we know to be right, we demonstrate the courage that distinguishes between someone who is a leader and someone who is merely a boss.

Battlefield analogies are very common when we speak about courage. An article by Peter Voyer in Ivey Business Journal suggests some important leadership traits that translate from the battlefield to a corporate setting:

• Don't ask subordinates to do something you would not do. Not only should you be willing to work alongside your team, you should be seen as someone who engages in the task at hand. (Of course, the way you engage the project will be somewhat different than the tasks you would assign a junior team member, but nobody on your team should feel like you are unwilling to dirty your hands to make the project succeed.)
• Demonstrate moral fiber. You can lose years of built-up moral capital in a split second with a morally dubious decision.
• React quickly, decisively, and fairly when presented with a moral question.
• Maintain dignity and respect within and between groups.

I recently saw an article about a manager who was allegedly fired because he stood up for an Indian employee's right to earn the same salary as American employees with a similar job. This is the sort of courage we need if we want to be leaders and not merely bosses. Who do you want to see when you look in the mirror in the morning?

Great leaders earn the loyalty of the people who work with them. They earn loyalty by demonstrating loyalty. This doesn't mean that you cover for one of your subordinates who does something wrong; it does not help someone's development to infantilize them. But make sure that the consequences are fair and are implemented with the long-term development of your employee in mind. This may mean that you stand up for someone who has made a mistake and demand fair treatment for that person. Yes, this is uncomfortable, but it is part of how you become the manager you want to be.

Make sure you stay informed of your team's progress towards goals, and work with them to overcome obstacles. This does not mean that you do your team's work for them; it means that you provide a sounding board. Sometimes a problem is escalated to you if it is something that requires a manager's approval or advice; make sure that you do what you need to do promptly, then return the task to its rightful owner.

Maintain your integrity. Make the best decisions you can, and abide by the results of those decisions. Don't pass the blame. Instead, identify how to fix the situation and propose solutions.

Demonstrate courage by making the right decisions, even when they are hard. Anybody can be a great boss when the going is easy. Being a great leader comes from doing the right things even when they are not easy.