Managerial Courage: A Skill or a Value?
27 May 2008
Read by 1726 persons
New skills and qualities are sought in business executives and managers. In fact, we keep repeating that changes in organizations are increasingly frequent and rapid; they are often part of daily life. The status quo is not in the spotlight; competition is intense, innovation is critical. Fragile companies must fight for their survival.
Companies that win generally have at their head a team of leaders who have a strategic vision and above all an excellent ability to execute. These leaders know how to dare, which requires courage. It is the courage to take risks and assume them, to make unpopular decisions in the short term, but essential to the well-being of all and in the interest of the organization; it is also the courage to take action while being aware of the judgment that could be made on them in the future, without however creating turmoil or damaging internal or external relationships in the longer term. Managerial courage is also the will to persevere daily, to accept criticism and not to give in to ease. It is also necessary to know how to mobilize people so that they find the meaning of effort, surpassing and the taste of performance. The establishment of a group dynamic and of people capable of moving mountains makes all the difference.
Do you know managers who possess managerial courage? Why do many gradually transform into passive followers? Why do we tend to prolong a strategic project rather than stop it when it does not respect the budget? Showing courage is also recognizing failure, which many managers do not dare to admit. However, showing courage makes it possible to overcome obstacles and to solicit intelligence to propose solutions. Making it understood that another path must be taken to achieve the objectives set is in itself a real challenge. The manager who has this audacity will be recognized by his peers and his employees. Moreover, what employee shows admiration for a passive, fearful boss who remains in a comfort position, while there is pressure to provoke movement, momentum, a shock? Too often, employees are ready for changes that have positive repercussions on the organization, but sometimes the leaders in place do not know how to initiate or implement the desired or critical change for the organization.
Fear of change and failure, fear of becoming unpopular, fear of the unknown and the absolute refusal of risk lead to the passivity of leaders and their representatives. Fear of being afraid? What would be the worst consequences of daring? Would they be worse than not moving? What weighs most in the balance: the risk of being wrong or the chances of winning success? To make sensible and courageous decisions, the manager must be aware of the forces at play, the stakes and risks, what is happening around him and within him.
This is why it is necessary to ask whether managerial courage is a skill that can be learned or developed or a value embodied by an individual who believes in it so much that, in a leadership position, he fully assumes his courage. Finally, is the organization itself, represented by its senior executives, courageous? If not, how can it recognize and support its managers who take risks?
Each person must assume their responsibilities as a manager to influence the course of events so that the company is viable.
Published on September 29, 2007
Posted online on May 20, 2008
orhri.org
Companies that win generally have at their head a team of leaders who have a strategic vision and above all an excellent ability to execute. These leaders know how to dare, which requires courage. It is the courage to take risks and assume them, to make unpopular decisions in the short term, but essential to the well-being of all and in the interest of the organization; it is also the courage to take action while being aware of the judgment that could be made on them in the future, without however creating turmoil or damaging internal or external relationships in the longer term. Managerial courage is also the will to persevere daily, to accept criticism and not to give in to ease. It is also necessary to know how to mobilize people so that they find the meaning of effort, surpassing and the taste of performance. The establishment of a group dynamic and of people capable of moving mountains makes all the difference.
Do you know managers who possess managerial courage? Why do many gradually transform into passive followers? Why do we tend to prolong a strategic project rather than stop it when it does not respect the budget? Showing courage is also recognizing failure, which many managers do not dare to admit. However, showing courage makes it possible to overcome obstacles and to solicit intelligence to propose solutions. Making it understood that another path must be taken to achieve the objectives set is in itself a real challenge. The manager who has this audacity will be recognized by his peers and his employees. Moreover, what employee shows admiration for a passive, fearful boss who remains in a comfort position, while there is pressure to provoke movement, momentum, a shock? Too often, employees are ready for changes that have positive repercussions on the organization, but sometimes the leaders in place do not know how to initiate or implement the desired or critical change for the organization.
Fear of change and failure, fear of becoming unpopular, fear of the unknown and the absolute refusal of risk lead to the passivity of leaders and their representatives. Fear of being afraid? What would be the worst consequences of daring? Would they be worse than not moving? What weighs most in the balance: the risk of being wrong or the chances of winning success? To make sensible and courageous decisions, the manager must be aware of the forces at play, the stakes and risks, what is happening around him and within him.
This is why it is necessary to ask whether managerial courage is a skill that can be learned or developed or a value embodied by an individual who believes in it so much that, in a leadership position, he fully assumes his courage. Finally, is the organization itself, represented by its senior executives, courageous? If not, how can it recognize and support its managers who take risks?
Each person must assume their responsibilities as a manager to influence the course of events so that the company is viable.
Published on September 29, 2007
Posted online on May 20, 2008
orhri.org
