INTRODUCTION ..... 7 The Courage to … 1. ACCEPT RESPONSIBILITY ..... 11 2. CREATE POSITIVE CHANGE ..... 19 3. HIRE AND PROMOTE THE BEST ..... 29 4. KEEP THE MAIN THING THE MAIN THING ..... 37 5. COMMUNICATE TO BUILD UNDERSTANDING, SUPPORT, AND ACCEPTANCE ..... 45 6. BECOME AN EFFECTIVE COACH ..... 55 7. ADDRESS INTERPERSONAL CONFLICTS ..... 63 8. CONFRONT PERFORMANCE PROBLEMS ..... 69 9. BE OPTIMISTIC ..... 79 10. BECOME THE BEST YOU CAN BE ..... 91 11. CREATE A CULTURE OF ETHICS AND INTEGRITY ..... 99 CLOSING THOUGHTS ..... 107 TABLE OF CONTENTS

LEADERSHIP COURAGE INTRODUCTION A common requirement of leaders at all levels is having the courage to make tough decisions and take difficult actions. Courage  is  frequently  discussed  in  meetings,  rated  in  performance appraisals, and listened for in promotion interviews. Almost all would agree  that  it’s  an  important  element  of  successful  leadership.  Yet, becoming a courageous leader involves a lot more than talking, rating, and correctly answering interview questions. The dictionary definition of courage is “the state or quality of mind and spirit that enables one to face danger or fear with confidence and resolution; bravery; valor.” But what does all that mean in the business world? How can it be measured and quantified? – 7 –

LEADERSHIP COURAGE Perhaps the best way to understand courage is to define its opposite state.  Some  would  say  the  antithesis  of  courage  is  “cowardliness”  … avoiding  (or  succumbing  to)  pressure,  difficulty,  and  danger.  Others would say “fear” … being afraid to do the right thing when the going gets tough. Certainly, both of those answers are logical and appropriate. But there’s another description of the opposite of courage – one not as commonly thought of, although equally valid. That description is “con- formity” … letting things be the way they have always been because of the high price associated with changing them. As a leader, you need courage to do what needs to be done … to do what you know is the right thing. There will always be those who tell you you’re wrong – even when you’re thoroughly convinced that you’re right. There will always be some tempting you to take an easier and less resistant path. And, there will always be those who – either unintention- ally or purposefully – create obstacles that will challenge your mettle. Even the very best leaders must regularly pass the courage test. Courage is about having the guts, nerve, and heart to do things that foster and support progress. And that begins with the realization that: 1) improvement won’t be found on the path of least resistance known as conformity, and 2) status quo is the archenemy of progress. When you think about it, “doing things the way we’ve always done them” requires no leadership at all. What is there to lead to? How can others follow someone  who’s  not  going  anywhere?  That’s  why  “leadership”  and “courage” must be viewed as synonymous concepts. – 8 –

INTRODUCTION To become a courageous leader, you must have an undeniable, indis- putable, unwavering commitment to be the best you can be. The true measure of your leadership is the ability to look in the mirror and know that you had the courage to do what you felt was the right thing to do. This book will help you do just that! In the pages that follow, you’ll find eleven leadership strategies ... eleven acts of courage required for long-term success. Pay attention to them; learn them; apply them. The people you lead are counting on you. Don’t let them down. For every person in every organization, there comes a moment when he or she must have the courage to step forward and meet the needs of the time. Regardless of whether your moment is now or sometime in the future, you must be ready. Read on, enjoy, and prepare for your time to seize the moment as a courageous leader! – 9 –

LEADERSHIP COURAGE Courage is the first of human qualities because it is the quality which guarantees all others. ~ Winston Churchill – 10 –