The Courageous Leadership Newsletter: Got Courage? Unlock the Leader Within
September/October 2008
Greetings!
It's hard to believe that fall is here and we're approaching the end of the year. It's a time when many of us take stock and think about how we might realize the vision of ourselves as the leaders we want to be.
The truth is we all have the ability to achieve this vision. In fact, in today's complex and turbulent world, it's more important than ever to tap into our leadership potential. It's not an easy task, but it's doable when you're willing to muster the courage to have the conversations that true leaders have.
At BGH Coaching/Consulting, we call this creating "courageous conversations." Courageous conversations are ones where we find the guts to speak authentically and honestly with each other about issues that may be very difficult to discuss, such as:
- differences of opinion
- a radical approach to a project that challenges the status quo
- honest performance feedback that may be difficult for the employee to hear
- a controversial message
During courageous conversations, we tackle the issues head-on rather than ignore or bypass the truth. As leaders, our role is to engage others in meaningful, courageous conversations that drive optimal performance and achieve desired results.
In this inaugural issue of our newsletter, we're going to challenge you to assess whether you're living up to your full leadership potential. And we're going to provide strategies for getting back on the leadership track in case you've taken a detour.
Don't forget, leadership takes work. It's an ongoing process. Whether you're trying to regain the leader you once were, you're focused on becoming the leader you know you can be, or you're challenging yourself to take your leadership to the next level, we look forward to providing you with practical tips and strategies on creating the courageous conversations necessary to unlock your exceptional performance.
Here's to your leadership!
Brenda & Angie
Got Courage?
You've heard the saying that leaders aren't born; they're made. We disagree. We believe we all possess the capacity to lead.
Through their exhaustive research of leaders for more than 25 years, authors James M. Kouzes and Barry Z. Posner have this to say in their book The Leadership Challenge: "Leadership is not the private reserve of a few charismatic men and women. It is a process ordinary people use when they are bringing forth the best from themselves and others. What we've discovered is that people make extraordinary things happen by liberating the leader within everyone."
The challenge is figuring out how to "make" it happen-how to unlock the leader within.
To some extent, we all take on leadership roles at some point in our lives-from running a business, to leading a department, to coaching the local kids' sports team. Once we identify with being a leader, however, it's easy to grow complacent and satisfied with where we are in that role. Yet the best and most effective leaders are those who continue to evolve, grow, and develop their leadership skills.
Here's our challenge to you right now: answer these questions:
- What obstacles are in your way of achieving your full leadership potential?
- What behaviors do you "tolerate"-in yourself and in others-that are impeding your leadership potential?
- What is it costing you to do nothing to develop your leadership skills?
- If you were demonstrating your very best leadership, what would be possible?
Ok, so you answered the questions, right? Assuming you answered them truthfully, you most likely identified at least a few areas that could stand some improvement. The following self-assessment can provide deeper insight:
Leadership Self-Assessment:
Below you'll find a series of statements. Check the statements that are true for you.
- I'm in a leadership role at work, but at the end of the day, I'm still wondering if I'm doing what people expect of me as their leader.
- I feel like I spend my day constantly putting out fires. I barely have time to breathe much less develop my people.
- One of the things I find stressful about my job is providing feedback on the performance of my employees.
- One of the things I avoid is asking for feedback from my superiors, colleagues, and employees.
- When there are conflicts at work, I figure the best way to handle these conflicts is by ignoring them because everything eventually works itself out. My mantra is "this too shall pass."
- I sometimes delay having important conversations because they can be uncomfortable or frustrating.
If you find that you identify with two or more of these statements, chances are it's time to flex and develop your leadership muscles. Here are some strategies for doing just that.
Leading through Courageous Conversations
Step 1: Take Notice
Being aware of who you are as a leader is the first step in unlocking your untapped leadership reserve. As you can see from the previous exercise, from time to time as a leader, you need to take a step back and hold up the mirror. Take a "timeout" to give yourself some rare breathing space to reflect on your own performance and abilities as a leader.
So you've created awareness. What's next?
Step 2: Create an Action Plan
Keep in mind that you don't have to fix everything at once. When you decide to run a marathon, you don't go out and run 26.2 miles during your first day of training. Identify one or two behaviors that will start you on path. So, for example, if you've been putting off a tough or awkward conversation, take time to identify the key message points you want to convey.Then, develop your strategy for holding that conversation, considering the time, place, and environment that will be most conducive to having a productive conversation.
Step 3: Start Having those Courageous Conversations
Having courageous conversations is a big part of developing yourself as a leader. Here are two strategies:
- Scripting: Write out what you're going to say and practice it. For example, if you need to give critical feedback to a colleague, write out what you'll say and practice until you're comfortable with what you're saying and how you're saying it.
- Role-playing. Act out a scenario- confronting a difficult employee or bringing up a sensitive issue with your business partner-with someone you trust. Going through the verbal as well as physical motions will increase your comfort level.
Step 4: Be Accountable to Someone
Have someone hold you accountable. You've probably heard that one of the best ways to stick to an exercise program is to have an exercise buddy. The same is true here. If someone holds you accountable to your action plan, you're much more likely to follow it. Here is where executive coaching and leadership development can really play a critical role in your success.
At BGH Coaching/Consulting, we can help guide you through every level of leadership development. Contact us today to learn more or visit our website.
