I have been a human resources gurut for many years, and the one talent or competency that continues to ruin leaders is an absence of managerial courage. This would possibly not be a widely known term, so permit me to explain?
Managerial courage is a key ability in the Lominger competency framework that was developed by Mike Lombardo and Bob Eichinger. It has roots back to when Mike and Bob worked at Creative Centre for Leadership. The definition of managerial courage is as follows: "saying what should be said at the right time, to the right person, in the right manner."
If you can speak up when a person is withholding information, being toxic in the office, knows (but doesn't share) things that others need to hear, or when a person is performing as they should, you have managerial courage. If you watch these and similar behaviors to have a look for occasions to debate or acknowledge them, but never do, then you do not have managerial courage. It is that clear.
I can help you talk with clarity,while reducing drama, misunderstandings and fear,when encouraging your people to action. This article will clarify the concept of "managerial courage" and create opportunities for you to practice the skills required to be considered a "couragous leader."
"Courage isn't the absence of fear but rather the judgment that something else is more important." Ambrose Redmoon
Does this sound all to familiar?
There is a chief or employee in your organization who is legendary for only seeing what does not work. They never seem to be around when things are going well or when anyone comes up with a great idea. They appear to be able to identify issues very quickly, but they're not as quick to reveal solutions or even make ideas.
These folks generally don't go to the source to make a complaint. They to turn to others in the office," perhaps recruiting supporters" to share the data with their ideas or fears. They're shifting your culture and undermining authority while they recruit. They also are always pointing the finger of culpability some place else. They have become your company "Teflon" worker. Most corporations have one of these.
These folks always try to be on the side of generally held opinion, at least in public. They really don't like taking a troublesome stand. These are the people who agree in conferences and then have a totally different opinion in the hallway.
These are all features of those with a lack of managerial courage. I'm sure you recognise this in numerous people, but who knew it had a label? ! Now you can put it in behavioural terms and performance manage it out of existence. This can be dealt with and modeled all though your organization, and it's far easier than you might think.
Here are 8 Things That You Can Do to Develop Managerial Courage:
1. Make sure you have all the information you need about the issue. Have your ducks in a row, for nothing is better than credibility more than flawed information.
2. Make sure you give the data to the person that can handle it. Don't share your thoughts with others.
3. If you have got a difficult message to deliver, don't go off in another area in the conversation. Get to the point. Folk are smart; they would like to know what is occurring, so say it immediately and with respect. After all , "Managerial courage comes in pursuit of a better end result, not destroying others." [1]
4. Make sure that you have an answer to provide. It is never useful to complain without showing that you have worked out a likely alternative.
5. Ensure you mentally prepare for what feelings you will bring out. Use your HR staff, chief or coach to plan your success strategy. Don't be caught off guard and appear unready or doubtful.
6. Timing is everything. Issues are best dealt with swiftly but not always when feelings are running strong.
7. Is this private? Do you find yourself always at the brunt of issues? Is it your style to be disparaging? Make sure you understand your intentions.
8. Keep an unprejudiced attitude. You may hear new info that adds a different dimension. Remember this is a chat that is leading to a new action.
These are simply a few tips on working towards managerial courage. It will take time and requires support to build, but it?s worth it. The truth is? You cannot be an effective leader without it!
???
[1] . FYI: For Your Improvement, A Guide for Development and Coaching, 5th Edition, Michael M. Lombardo & Robert W. Eichinger, Lominger International: A Korn/Ferry Company Copyright 1996-2009.
Managerial courage is a key ability in the Lominger competency framework that was developed by Mike Lombardo and Bob Eichinger. It has roots back to when Mike and Bob worked at Creative Centre for Leadership. The definition of managerial courage is as follows: "saying what should be said at the right time, to the right person, in the right manner."
If you can speak up when a person is withholding information, being toxic in the office, knows (but doesn't share) things that others need to hear, or when a person is performing as they should, you have managerial courage. If you watch these and similar behaviors to have a look for occasions to debate or acknowledge them, but never do, then you do not have managerial courage. It is that clear.
I can help you talk with clarity,while reducing drama, misunderstandings and fear,when encouraging your people to action. This article will clarify the concept of "managerial courage" and create opportunities for you to practice the skills required to be considered a "couragous leader."
"Courage isn't the absence of fear but rather the judgment that something else is more important." Ambrose Redmoon
Does this sound all to familiar?
There is a chief or employee in your organization who is legendary for only seeing what does not work. They never seem to be around when things are going well or when anyone comes up with a great idea. They appear to be able to identify issues very quickly, but they're not as quick to reveal solutions or even make ideas.
These folks generally don't go to the source to make a complaint. They to turn to others in the office," perhaps recruiting supporters" to share the data with their ideas or fears. They're shifting your culture and undermining authority while they recruit. They also are always pointing the finger of culpability some place else. They have become your company "Teflon" worker. Most corporations have one of these.
These folks always try to be on the side of generally held opinion, at least in public. They really don't like taking a troublesome stand. These are the people who agree in conferences and then have a totally different opinion in the hallway.
These are all features of those with a lack of managerial courage. I'm sure you recognise this in numerous people, but who knew it had a label? ! Now you can put it in behavioural terms and performance manage it out of existence. This can be dealt with and modeled all though your organization, and it's far easier than you might think.
Here are 8 Things That You Can Do to Develop Managerial Courage:
1. Make sure you have all the information you need about the issue. Have your ducks in a row, for nothing is better than credibility more than flawed information.
2. Make sure you give the data to the person that can handle it. Don't share your thoughts with others.
3. If you have got a difficult message to deliver, don't go off in another area in the conversation. Get to the point. Folk are smart; they would like to know what is occurring, so say it immediately and with respect. After all , "Managerial courage comes in pursuit of a better end result, not destroying others." [1]
4. Make sure that you have an answer to provide. It is never useful to complain without showing that you have worked out a likely alternative.
5. Ensure you mentally prepare for what feelings you will bring out. Use your HR staff, chief or coach to plan your success strategy. Don't be caught off guard and appear unready or doubtful.
6. Timing is everything. Issues are best dealt with swiftly but not always when feelings are running strong.
7. Is this private? Do you find yourself always at the brunt of issues? Is it your style to be disparaging? Make sure you understand your intentions.
8. Keep an unprejudiced attitude. You may hear new info that adds a different dimension. Remember this is a chat that is leading to a new action.
These are simply a few tips on working towards managerial courage. It will take time and requires support to build, but it?s worth it. The truth is? You cannot be an effective leader without it!
???
[1] . FYI: For Your Improvement, A Guide for Development and Coaching, 5th Edition, Michael M. Lombardo & Robert W. Eichinger, Lominger International: A Korn/Ferry Company Copyright 1996-2009.
About the Author:
Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to little and medium businesses. TEVO's mission is to help corporations in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged workers are elemental to business success, and she designs support and management systems to help folks and firms achieve their total potential.
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