Managerial courage: an essential skill for the modern leader

In an era of digital transformation and constant organisational challenges, managerial courage is more essential than ever for any leader seeking to excel. But what is managerial courage, and why is it so crucial in today’s professional world?

Understanding managerial courage

Before delving into the complexities of teamwork and management, it is essential to grasp the essence of managerial courage. It is not merely the art of making decisions, but rather the ability of a manager to make decisions and act in a complex and uncertain world, while taking into account the diversity of viewpoints and challenges at stake. It is a key skill for managers who must face difficult, sometimes unpopular situations and assume their responsibilities. Managerial courage enables managers, teams and organisations to adapt, innovate and progress.

Here are a few examples of situations where managerial courage is required:

• Standing up for one’s convictions in the face of opposition or pressure;
• Introducing change within one’s team or organisation;
• Speaking frankly and with kindness;
• Acknowledging one’s mistakes and learning from them;
• Managing a conflict or a crisis.

Recognising the systemic complexity of the world, and the need for collaboration and consultation

The world we live in is increasingly complex, uncertain and unpredictable. It is no longer possible to master every subject or anticipate every scenario.
Managers must therefore learn to:

• Recognise their limits and accept that they cannot know everything.
• Draw on a plurality of expertise and viewpoints to enrich their thinking and decision-making.
• Consult their teams, peers, superiors, clients, partners, and so on.
• Listen to, understand, integrate and synthesise the information they receive.
• Be open to dialogue, debate and self-questioning.

Formulating a composite response that integrates the diversity of expertise and perspectives, and takes into account the complexity of reality

Managers must also learn to:

• Be able to formulate a response suited to the situation they face, taking into account the various factors that influence it.
• Not settle for a simplistic or arbitrary answer, but rather a composite response that reflects the complexity of reality.
• Integrate the diversity of expertise and perspectives they have consulted, without filtering or distorting them.
• Take into account the chaos factor, that is, the unpredictability and instability of the context.
• Be prepared to adjust their response as events unfold.

Adapting to a changing environment and to inevitable or strategic imbalances

Faced with changes affecting their internal or external environment, managers have no choice but to learn to be agile, flexible and responsive.

Their managerial role will lead them to:

• Anticipate opportunities and risks, but also accept uncertainty and ambiguity.
• Manage the imbalances that may arise between the company’s different pillars of responsibility: economic, social and ethical.
• Be able to make trade-offs, reach compromises and take difficult decisions.
• Be aware of the consequences of their decisions on the various stakeholders.

Owning unpopular difficult decisions and social responsibility

As Jean-Yves Mercier, Director of Pedagogical Innovation at the University of Geneva, points out, managerial courage manifests itself, in part, in the manager’s ability to own the decisions they make, even when these are difficult, unpopular or contested.

In their complex role, managers must also have the courage to:

• Be aware of the consequences of their actions.
• Be able to explain, justify and communicate them.
• Face criticism, opposition and conflict.
• Manage their emotions and stress.
• Assume the social responsibility of their decisions, that is, their impact on society and the environment.
• Question themselves, acknowledge their mistakes and apologise where necessary.

How to develop and practise managerial courage

Managerial courage is an essential skill for managers who want to adapt, innovate and progress in a complex and uncertain world. It manifests itself in the manager’s daily actions, as they must make decisions and act while taking into account the diversity of viewpoints and challenges at stake.

To develop and practise managerial courage, here are a few tips and tools:

• Develop a vision and a sense of purpose to guide the decision-making process;
• Seek feedback and learn from one’s mistakes;
• Communicate effectively and transparently with stakeholders;
• Build trust and autonomy within the team;
• Manage one’s emotions and stress in difficult situations.

In practice, managerial courage rests on four pillars:

• Integrity: Acting in line with one’s own values and those of the company.
• Empathy: Putting oneself in employees’ shoes to better understand their needs at work.
• Assertiveness: Communicating clearly and effectively with one’s team.
• Risk-taking: Daring to step outside one’s comfort zone to make beneficial decisions.

The benefits of managerial courage for the manager, the team and the organisation

Managerial courage is not merely an individual quality, but also a driver of collective success. Indeed, it offers many advantages for managers, their teams and their organisations. It is first and foremost undeniable proof of commitment to the company and its employees, which considerably strengthens credibility. Moreover, by demonstrating managerial courage, managers help achieve set objectives, showing agility and innovation in the face of difficult or unforeseen situations.

In addition, by giving feedback, introducing change and involving employees, they foster team engagement and performance, and contribute to the cohesion and culture of the organisation. This courageous attitude stimulates the team’s creativity and innovation. It encourages the expression of dissenting views, by questioning long-standing practices and stepping outside one’s comfort zone.

Finally, thanks to their bold approach to decision-making and management, these courageous managers are not only more respected, but also more appreciated by their teams.

Cultivating courage within the organisation

To develop managerial courage, there are several avenues and practices you can put into place. Here are a few examples:

• Learning to manage your fears: Managerial courage often involves taking risks and facing uncertainty. This can generate fear, which can paralyse or inhibit action. To manage your fears, it is important to identify them, accept them and overcome them.
• Cultivating your integrity: Managerial courage is often associated with integrity, that is, doing what is right even when it is difficult or unpopular. To develop your managerial courage, it is important to cultivate your integrity and adopt strong ethical values. You can rely on your vision, your mission and your principles to guide your decisions and actions.
• Getting used to making difficult decisions: Managerial courage requires making difficult or unpopular decisions, which may have significant consequences for yourself, your team or your organisation. To develop your managerial courage, it is useful to practise making decisions in situations of uncertainty or conflict, relying on factual data and weighing up the potential risks and benefits.
• Taking calculated risks: Taking calculated risks is an important part of managerial courage. Assess the potential risks and rewards and decide whether it is worth it. Do not take unnecessary or irresponsible risks, but do not let yourself be paralysed by the fear of failure either. Consider the possible scenarios and be prepared to face the consequences.
• Drawing on inspiring role models: Managerial courage can be nurtured by the example of others who have shown courage in their field or situation. You can draw inspiration from historical, political, social, sporting or artistic leaders who have faced adversity with courage and determination. You can also rely on mentors, peers or colleagues who have demonstrated managerial courage in their professional careers.
• Accepting failure: Managerial courage involves accepting failure as an opportunity to learn and improve. Do not see failure as inevitable or as a sign of incompetence, but as a source of feedback and innovation. Analyse the causes and consequences of failure, draw lessons from it and put corrective actions in place. Acknowledge your mistakes, apologise where necessary and repair any damage caused.

Managerial courage as a leadership philosophy

Managerial courage transcends the notion of skill to become a profound and all-encompassing leadership philosophy. It is a way of thinking and acting that permeates every facet of the leader’s role. It demands deep reflection and constant practice. It is not a static skill, but a continuous development that shapes every decision and interaction.

In short, managerial courage is a fitting response to the demands of a constantly evolving world. It embodies a form of leadership that recognises complexity, embraces diversity and acts with integrity and responsibility. It is a call to all leaders to stand up and act with courage, for themselves, for their teams and for their organisations.

Managerial courage is not simply a quality to be admired, but a philosophy to be lived.

4 key points for understanding managerial courage

1. Reaffirming the importance of managerial courage
   Managerial courage is not simply the art of making decisions, but a multifaceted skill that encompasses integrity, empathy, assertiveness and calculated risk-taking. It enables managers to adapt, innovate and progress, while taking into account the diversity of viewpoints and challenges at stake.
2. The collective benefits
   Beyond the individual, managerial courage contributes to collective success. It strengthens credibility, fosters team engagement and performance, and stimulates creativity and innovation. Courageous managers are not only respected, but also appreciated by their teams.
3. Cultivating courage within the organisation
   Managerial courage is not innate; it is cultivated and developed. Whether by learning to manage one’s fears, cultivating one’s integrity, making difficult decisions, taking calculated risks, or accepting failure as a learning opportunity, every leader can work to strengthen this essential skill.
4. A call to action
   Managerial courage is a fitting response to the demands of a constantly evolving world. It embodies a form of leadership that recognises complexity, embraces diversity and acts with integrity and responsibility. It is a call to all leaders to stand up and act with courage, for themselves, for their teams and for their organisations.