Unsure how to have a courageous conversation? Click here to a previous column where I share seven keys to speaking up when the stakes are high.ĥ. If there is something you genuinely need to say, chances are someone genuinely needs to hear it. what others want to hear) may be comfortable in the short term, but beware the longer term cost of letting important issues go unaddressed. As Lori Garver, former deputy administrator of NASA shared with me, “Sometimes my candor may be difficult for people to hear but they can trust they know where I stand and that I won’t say one thing and do another.” Brave Leaders Speak Candidly, Taking Care Of People As They Doīrave leaders don’t shy from difficult conversations as they are fully aware that it is the conversations that don’t occur which can exact the steepest toll on employee engagement, individual performance, and collective outcomes. “Treating people with flexibility, as humans, like you’d treat your own children comes back to the company many times over.”Ĥ. It doesn’t impact the company,” Branson said at the Adobe Summit in which he also criticized America’s standard 2-3 weeks annual vacation. They’ll work that much harder when they get back. “If someone wants to go off for a month and travel the world, they can go and do it. He introduced unlimited leave for employees at Virgin America which made many American CEOs, many who’ve never taken more than two weeks leave in a row their entire careers, shake their heads. Richard Branson is a great case in point. Mindful of the dangers of unquestioned assumptions, brave leaders are non-conformists who and continually step back from the system to question the norms and beliefs underpinning it. Accordingly, they not only value diversity in their teams and networks – gender, racial, cultural, generational, personality – but they actively foster an environment of inclusiveness so that those who don’t fit the norm feel every bit as valued and heard as those who do.
And when they find them? They actively listen and create the psychological safety needed for those with less power to disagree with them and speak candidly. Rather they seek out people whose opinions and mindsets will challenge and broaden their own.
Brave leaders don’t surround themselves with ‘Yes men’ (or women) who’ll confirm their thinking and stroke their ego (and don’t fire people who do!).
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