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 well-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 must be expounded at the proper time, to the right person, in the right manner."
If you can speak out when anyone is withholding information, being toxic in the office, knows (but does not share) things that others need to hear, or when anyone is performing as they should, you have managerial courage. If you watch these and similar behaviours to look for chances to discuss or recognize them, but never do, then you don't have managerial courage. It's 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 manager or employee in your organisation 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 seem to be able to point out issues very fast, but they are not as fast to expose solutions or maybe make proposals.
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 folk always attempt to be on the side of popular opinion, at least in public. They do not like taking a difficult stand. These are the folks that agree in meetings and then have a totally different opinion in the corridor.
These are all features of those with a lack of managerial courage. I'm sure you recognize this in several folks, but who knew it was regarded as having a label? ! Now you can put it in behavioural terms and performance manage it out of existence. This may be dealt with and modeled throughout your organisation, and it is way easier than you would possibly think.
Here are 8 Things That You Can Do to Develop Managerial Courage:
1. Ensure you have all of the info you want about the issue. Have your ducks in a row, for nothing tops credibility more than faulty info.
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 make preparations for what feelings you can bring out. Use your HR staff, executive or coach to plan your success technique. Don't be caught off guard and appear unready or uncertain.
6. Timing is vital. Issues are best dealt with quickly , though not necessarily when emotions are high.
7. Is this personal? Do you find yourself always at the brunt of issues? Is it your style to be critical? Ensure you understand your plans.
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 merely a few tips on moving towards managerial courage. It takes time and needs support to build, but it?s worthwhile. The reality is? You can't be a good 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 must be expounded at the proper time, to the right person, in the right manner."
If you can speak out when anyone is withholding information, being toxic in the office, knows (but does not share) things that others need to hear, or when anyone is performing as they should, you have managerial courage. If you watch these and similar behaviours to look for chances to discuss or recognize them, but never do, then you don't have managerial courage. It's 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 manager or employee in your organisation 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 seem to be able to point out issues very fast, but they are not as fast to expose solutions or maybe make proposals.
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 folk always attempt to be on the side of popular opinion, at least in public. They do not like taking a difficult stand. These are the folks that agree in meetings and then have a totally different opinion in the corridor.
These are all features of those with a lack of managerial courage. I'm sure you recognize this in several folks, but who knew it was regarded as having a label? ! Now you can put it in behavioural terms and performance manage it out of existence. This may be dealt with and modeled throughout your organisation, and it is way easier than you would possibly think.
Here are 8 Things That You Can Do to Develop Managerial Courage:
1. Ensure you have all of the info you want about the issue. Have your ducks in a row, for nothing tops credibility more than faulty info.
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 make preparations for what feelings you can bring out. Use your HR staff, executive or coach to plan your success technique. Don't be caught off guard and appear unready or uncertain.
6. Timing is vital. Issues are best dealt with quickly , though not necessarily when emotions are high.
7. Is this personal? Do you find yourself always at the brunt of issues? Is it your style to be critical? Ensure you understand your plans.
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 merely a few tips on moving towards managerial courage. It takes time and needs support to build, but it?s worthwhile. The reality is? You can't be a good 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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