Managerial Courage Part 1 Tutorial

Unlock the secrets of effective management with 'Managerial Courage Part 1'. Discover the essential types of courage every manager must have: the courage of truth, collaboration, and innovation. Learn how to confront challenges, embrace transparency, and foster a culture of trust and accountability. Don't miss this insightful exploration that empowers managers to enhance performance and well-being in their teams!

  • 09:45
  • 3 views
résultat(s)
00:00:06
What kind of courage must a manager possess
00:00:09
to reconcile performance and well-being in their department?
00:00:14
Being courageous is more than just taking risks
00:00:18
and making difficult decisions.
00:00:20
It also includes the day to day operations and tasks that require courage.
00:00:27
In these two videos,
00:00:28
we will describe the four main types of managerial courage
00:00:33
the courage of truth,
00:00:34
the courage to collaborate,
00:00:36
the courage to innovate,
00:00:38
and the courage to be assertive.
00:00:41
Then we will decipher how organizations can foster managerial courage,
00:00:46
so that it prevails over natural barriers and fears.
00:00:50
The courage of truth is undoubtedly the first step to consider.
00:00:55
It requires being aware of oneself,
00:00:58
one's teams,
00:00:59
one's company,
00:01:01
and one's market,
00:01:02
not hiding from reality and especially from difficulties and failures.
00:01:08
Yes,
00:01:08
I see there is a problem in the team.
00:01:11
Yes,
00:01:11
I can see that there is a conflict and that there is a drop in performance,
00:01:15
that our competitors are taking over the market.
00:01:18
Yes,
00:01:19
I see the new product launch has failed.
00:01:22
See,
00:01:23
acknowledge and verbalize to everyone what we see.
00:01:27
This leads us to transparency,
00:01:29
communicating what we see,
00:01:31
especially the problems and difficulties.
00:01:34
This is where courage is needed,
00:01:36
taking ownerships of one's mistakes and being
00:01:39
able to say simply with lucidity and humility
00:01:43
that I made a mistake without having to point fingers or justify ourselves,
00:01:48
or simply say let's change our strategy because this
00:01:51
strategy is not working or is no longer working.
00:01:55
Managers lose more credibility and respect from their team
00:01:59
when they don't know how to acknowledge their mistakes
00:02:02
than when they have the courage to acknowledge them.
00:02:06
At the same time,
00:02:07
the manager gives everyone the courage to take risks,
00:02:10
to dare to change their mind,
00:02:12
and in turn the courage to acknowledge their own failures,
00:02:16
and this is a huge asset for the company.
00:02:20
The courage to be transparent can extend to sharing
00:02:23
as much information as possible with your team,
00:02:26
even those that will raise objections.
00:02:28
Dare to pass on difficult messages,
00:02:31
address problems head on.
00:02:34
Reframe an employee face to face instead of complaining about them behind
00:02:38
their back or letting them off the hook to avoid problems.
00:02:42
Don't give everyone the same raise just to buy peace.
00:02:47
Clearly tell your employee that they will not receive a bonus,
00:02:50
not because
00:02:51
your budget is limited,
00:02:53
but because you have made other choices.
00:02:56
The courage of truth is also saying as much as possible of what we do
00:03:02
and doing what you say.
00:03:04
Your collaborators are not children
00:03:06
from whom the truth should be hidden because they are not old enough to handle it.
00:03:11
Of course there may be issues and decisions that are best kept confidential,
00:03:17
but these should be the exceptions.
00:03:19
To be truthful is to take full responsibility.
00:03:23
Being responsible of what we say and do,
00:03:26
taking ownership without hiding.
00:03:29
Being responsible for what we do not say and do not do,
00:03:33
like not daring to reframe or refusing to innovate,
00:03:36
for example.
00:03:37
Finally,
00:03:38
being responsible for what we have allowed to be said
00:03:41
and for what we've permitted to be done,
00:03:44
for example,
00:03:44
allowing a rumor to spread,
00:03:46
allowing a conflict or discriminatory attitudes to grow in the team.
00:03:51
Face reality and take a stand.
00:03:54
Dare to be truthful,
00:03:55
the courage of truth.
00:03:58
The second pillar of managerial courage is the courage to collaborate.
00:04:03
Working in a team requires a lot of courage,
00:04:06
especially if you're wearing the manager hat,
00:04:09
often referred to the person in charge,
00:04:11
as if the collaborators are less in charge than him.
00:04:15
Oops.
00:04:16
To fully collaborate,
00:04:18
you have to go into the field to be in contact with the team.
00:04:22
Listen to them,
00:04:23
take their opinions into account,
00:04:25
welcome and get the best out of their grievances.
00:04:29
And I hope you have some antagonism and differing opinions in your team.
00:04:33
If you don't,
00:04:34
you've probably recruited clones instead of having the courage to diversify.
00:04:40
The courage to collaborate as a manager also means
00:04:43
daring to manage in a participative and delegate fashion,
00:04:47
and for that you have to dare to trust.
00:04:50
Managers who bear the burden of responsibility alone.
00:04:54
I am the person in charge,
00:04:55
are afraid of losing control.
00:04:58
This is normal.
00:04:59
It takes courage
00:05:01
to give more responsibility and autonomy to your teams,
00:05:04
despite your title as the leader.
00:05:07
It takes courage to delegate,
00:05:09
to accept the mistakes that could have been
00:05:11
avoided if you had been more controlling.
00:05:14
The courage to collaborate goes,
00:05:16
in our opinion,
00:05:18
as far as daring to have an equal relationship with collaborators,
00:05:23
making decisions together,
00:05:24
trusting in collective intelligence,
00:05:27
sharing leadership,
00:05:29
and this type of management by trust can only be done
00:05:32
if the courage of truth has been established in advance.
00:05:37
In this healthy and truthful environment,
00:05:39
employees will have learned to give each other positive
00:05:42
and corrective feedback and to grow from their mistakes.
00:05:46
Finally,
00:05:47
the last point in this section on the courage to collaborate,
00:05:51
dare to stand up for the team
00:05:54
with customers,
00:05:55
other departments,
00:05:56
and management.
00:05:58
Value successes and risk taking,
00:06:00
even if they lead to failure.
00:06:02
Defend a project,
00:06:04
a budget.
00:06:05
As some of my trainees have told me,
00:06:07
I respect my boss because he is willing to put his neck on the line for us.
00:06:12
Third pillar of managerial courage,
00:06:14
the courage to innovate.
00:06:17
Again,
00:06:17
if you have courageously built a culture of truth and collaboration,
00:06:22
in short,
00:06:23
trust,
00:06:24
it will be much easier to innovate together.
00:06:27
Seneca said,
00:06:28
it is not because things are difficult that we do not dare.
00:06:31
It is because we do not dare that things are difficult.
00:06:35
In the same way I would say,
00:06:37
it is not that innovating is difficult,
00:06:39
it is because we do not dare to innovate that innovation is complicated.
00:06:44
I recently read that the majority of ideas that
00:06:47
employees do not dare to share are ideas.
00:06:50
1,
00:06:51
in favor of customer service,
00:06:53
2,
00:06:54
in favor of functioning of the department,
00:06:57
and 3,
00:06:58
in favor of process improvement.
00:07:01
The courage of the manager is
00:07:03
to verbalize these ideas and have them verbalized,
00:07:06
than to dare to sell them to the superiors if we need their approval,
00:07:10
and finally to implement the best
00:07:13
ones.
00:07:14
Some organizations die from
00:07:17
not innovating in time,
00:07:18
from
00:07:19
not embracing necessary change in time.
00:07:22
I really like the metaphor of the Lookout by Jerome Bonde.
00:07:26
When the weather is sunny and stable,
00:07:27
no clouds,
00:07:28
no wind,
00:07:29
no storm,
00:07:30
no fog,
00:07:30
the role of the lookout becomes very meaningful.
00:07:33
At the top of the masks,
00:07:35
the lookout can see much further than the sailors on deck.
00:07:39
This is the vertical and hierarchical vision.
00:07:42
From a vertical height,
00:07:43
one can see better,
00:07:44
anticipate,
00:07:45
and decide on the best strategy to reach the port where one has chosen to disembark,
00:07:50
to achieve set goals.
00:07:52
But
00:07:53
in rapidly changing weather,
00:07:55
in windy,
00:07:56
stormy,
00:07:56
and foggy conditions,
00:07:58
the lookout has no real visibility.
00:08:01
It is the sailors who are busy on the deck and who are able to pass one after the
00:08:06
other on the bow of the boat who can best tell what is coming up a few meters away
00:08:12
and what the obstacles are.
00:08:14
We are then more in a horizontal decision making.
00:08:18
In a way,
00:08:18
our current context is so ever changing,
00:08:21
so fluid
00:08:23
with the pandemic,
00:08:24
the rapid rise of competitors,
00:08:26
and very rapid social and technological changes
00:08:30
that we need to know
00:08:31
how to maneuver with the agility of the helm and
00:08:34
rely on the teams on the ground to tell us
00:08:37
what they are experiencing,
00:08:39
what they are seeing,
00:08:40
and how they think we can get through the next phase.
00:08:45
Decisions about innovation and change
00:08:47
must always and above all,
00:08:49
take into account the visions and ideas of the teams on the deck.
00:08:54
It is up to the manager to ensure
00:08:56
that they express themselves individually and collectively,
00:09:00
to be proactive in change,
00:09:02
and to test ideas.
00:09:03
Test and learn.
00:09:05
Continuous improvement requires permanently leaving one's comfort zone.
00:09:09
We have two videos on the subject,
00:09:12
requires vulnerability to criticism and failure.
00:09:16
Dare to change and innovate,
00:09:18
even in the fog.
00:09:19
Yes,
00:09:19
it takes courage to do so.
00:09:22
Together we have examined three main types of managerial courage,
00:09:27
the courage of truth,
00:09:28
the courage to collaborate,
00:09:30
and the courage to innovate.
00:09:32
In the next video,
00:09:33
we will describe the 4th type of courage,
00:09:36
the courage to be assertive,
00:09:38
and we will see how organizations can develop courage within the company.

No elements match your search in this video....
Do another search or back to content !

 

Mandarine AI: WHAT YOU SHOULD KNOW

An Error Has Occurred

Unable to save your progress. Please reload the page, log in, and try again. If the problem persists, please contact an administrator.

Close

Reminder

Show

/

Join Live Training Session