Leadership Skills - Part 3 - Lead Courageously

Today's environment demands that leaders make decisions that involve risk, and take their stand in the face of ambiguity or adversity. Managers who lead courageously confront problems directly and take action based on what they believe is right. They win the respect and commitment of others by standing up for what they believe; making decisions despite ambiguity; by supporting others who make difficult decisions; and by following issues through to completion in spite of adversity.
Valuable tips:

• Identify your most deeply held convictions. Use those convictions to guide your leadership.
• Give people the feedback they need even when it may be difficult.
• Openly acknowledge that your stand may be unpopular, and then explain why it is important for others to consider your point of view.
• Stand behind your people and back their decisions.
• Say "no" clearly and explain why.
• Attack problems, no people
• Identify the people in your organization or your team whose courage you most admire. Talk with them and learn how they act on their convictions.
• Talk with decision makers about how they arrived at their decisions and how they dealt with people's reactions. Incorporate some of their ideas and strategies.
• Use simple, clear language when communicating your position.
• When you see a need or problem that you wish someone would address, ask yourself if you could be doing something about it.
• In meetings, verbalize your concerns so they can be openly discussed.
• Determine if one of your veteran staff members has a chronic performance problem that no one has really addressed. Then deal with it.
• Identify the upper-level manager you find most intimidating or critical and make a conscious effort to be candid with this person during your next encounter.
• Honestly determine if you tend to avoid passing negative information upward.
• Report on both your successes and your failures with equal candor.
• Look at your staff and decide if you are spending more energy protecting them than holding them accountable.
• Step forward with a position of principle even when there is ambiguity regarding the facts.
• Take calculated risks. Ask yourself, "what is the worst thing that could happen?" and then decide if proceeding is worth the risk.
• After speaking up for what you believe is important, be gracious whether your ideas are accepted or rejected.
• Remember that being a manager is not a popularity contest. You may not always be liked, but you should be respected.
• Show the courage to let your people learn from their mistakes.
• Believe that you have the power to make a difference, and accept the responsibility of trying.
• Read books or watch movies that exemplify true courage in others. They can inspire you to strengthen your courage in dealing with work-related issues.