Managerial Courage Part 2 Tutorial

Unlock your leadership potential with 'Managerial Courage Part 2.' This engaging video delves into the crucial fourth type of courage: assertiveness. Discover how to foster a courageous culture within your organization that encourages open dialogue and innovation. Overcome fear and empower your team with strategies to stand up for ideas and make impactful decisions. Join us to transform fear into action and lead with confidence!

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types of managerial courage the courage of truth,

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the courage to collaborate,

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and the courage to innovate.

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In this video we will explore the 4th type of courage,

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the courage to be assertive.

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Then we will look at how organizations can foster courage at

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work so that it prevails over natural barriers and fears.

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Indeed,

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as Mandela said,

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courage is not the absence of fear,

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but the ability to overcome it.

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On to the 4th,

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then,

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courage,

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the courage to be assertive,

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assertiveness.

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The moment we assert ourselves,

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we also expose ourselves.

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It's much easier to say yes,

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even when we are thinking no.

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It's much easier to repeat,

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to do what we've always done

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than to do otherwise.

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To assert oneself is to differ and to have to stand up for your ideas.

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Yes,

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even your hierarchy dared to say no.

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I see things differently.

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No,

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I would like to propose this strategy instead.

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It's knowing how to reframe when our colleagues or collaborator fails to

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meet an agreed upon objective or violates one of the company's values.

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Adrian,

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you're a week behind on this project.

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What's going on?

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Sophia,

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your discriminatory comments about younger generations are not acceptable.

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Address the issue immediately.

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Remind them of the objectives,

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value,

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and mission as soon as they slip up.

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Don't just let people say or do things.

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Don't pretend you didn't see or hear.

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And in order to reframe,

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you have to accept that you may become unpopular

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and let go of the desire to be loved as a manager.

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Except that you reframing may raise dissatisfaction.

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Your clear assertion will foster respect and loyalty in the team.

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You will always win.

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Finally,

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being assertive,

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of course,

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is about making decisions,

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Einstein said.

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It is easy to understand that without decisions there can be no movement.

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Making decisions together if possible with all those who are on deck,

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sometimes making decisions by yourself because it is up to you to decide.

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Decisions when a collaborator brings to our attention a problem

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that goes beyond their sphere of knowledge and responsibility.

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Making decisions to start a project,

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making decisions to allocate a budget,

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making decisions to exceed a budget,

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making decision to stop a project.

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It's all the more difficult when we're navigating in uncertainty

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in a speed of change never experienced before.

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There is no courage without fear,

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without overcoming fear.

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To develop these four types of courage,

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we must understand and recognize our fears,

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have good reasons to overcome these fears.

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What are you afraid of?

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If you don't know,

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you will be manipulated by these fears and rationalize your lack of courage.

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You will say,

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I refuse this innovation because I don't believe in it,

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when in fact you are afraid of failure.

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You will say I don't delegate to this employee because he doesn't have the potential

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when in fact you're afraid he will make mistakes

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and don't want to invest in his training.

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You will say,

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I don't challenge my superior's opinions because he won't listen to me

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when in fact you are afraid of his reaction.

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Every time you refuse to do something because

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we've already tested it,

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it's not the right time,

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it's not a good idea,

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we can't afford it.

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Take a closer look.

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Isn't it fear that is holding you back?

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When you become conscious of the yeses and no's,

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you say out of fear,

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you have regained much of your freedom.

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You can consciously decide or not,

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not to let your fear decide for you.

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Now you can recognize it.

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You have good reasons to disregard this fear,

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to take your four courages with both hands and get out of your comfort zone.

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I believe that there are 3 pillars that can

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overcome fear and make us embrace our courage.

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Another fear.

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A duty,

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a strong conviction.

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One,

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another fear greater than the first,

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for example,

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when the company reaches a crisis point where everyone realizes if we don't change,

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we will hit the wall.

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Or you realize if I don't dare,

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I will get fired.

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In short,

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it's less risky to jump than to continue as before.

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A duty

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greater than fear will give us the courage we lack,

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a road map,

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goals,

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a commitment that compels us to dare what we wouldn't have otherwise done.

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I have to call that customer even if he is unhappy and it might go poorly.

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I will call him because it's my job.

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It's my duty.

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Conviction.

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Jacques Brell used to vomit at every concert before going on stage.

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Fear plagued his body,

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but he was driven by a desire stronger than his fear.

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Conviction is the most positive and rewarding force of courage.

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Cultivate it.

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I do it because I believe in it because I want to do it,

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because it feeds my values,

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because I see it as a personal mission.

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Conviction,

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what a powerful driving force.

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Without conviction,

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we don't have enough momentum to deploy courage beyond our fears.

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Does your company help you deploy courage,

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help you take risks?

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If so,

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how?

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Because you're afraid of not measuring up and being penalized for it,

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because it gives you some sense of duty,

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objectives of roadmap that compels you to dare,

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or because it cultivates in you a strong conviction

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and enthusiasm to move forward with values and mission

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that are meaningful to you.

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There are organizations that are more or

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less supportive of the expression of courage.

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Some organizations promote courage through fear,

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others through trust.

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It is difficult to show courage in an autocratic or bureaucratic organization

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with its refusal to move forward inflexibility,

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cumbersome procedures,

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and

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even sometimes power games.

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Some organizations are built on fear,

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fear of speaking up and especially contradicting our superior,

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fear of making proposals and being told it's a bad idea,

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fear of being blamed for things or even punished for any failed risk taking,

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belts and suspenders approach,

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I bowed on quietly.

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It's actually easier to express courage in an organization that values courage.

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So how can a company foster courage?

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Value diversity and opposition.

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Let everyone dare to be different,

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to express a different opinion.

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Give your employees the development of their

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autonomy and initiative as personal goals,

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rely on cohesion and train all employees so they

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know how to give constructive feedback to each other.

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It is easier to show courage when the dialogue is open and tolerant.

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Encourage participative management and management

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by trust with delegation and autonomy

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and train managers to empower.

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Clearly display values that promote courage,

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as is increasingly the case with values such as transparency,

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trust,

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risk taking,

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audacity,

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innovation,

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the right to make mistakes,

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initiative,

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autonomy,

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accountability.

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Give a meaning,

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a mission,

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propose clear projects and a purpose

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so that employees are convinced,

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motivated,

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and know that they can take risks

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and innovate within the clearly defined direction.

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Reward initiative,

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even when it leads to failure,

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with feedback,

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why not bonuses,

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etc.

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I'm sure you have some other ideas on the subject,

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so dare to share them with your organization.

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That's it.

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We have come to the end of the 2 video series on managerial courage.

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We have described the four main types of managerial courage,

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the courage of truth,

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the courage to collaborate,

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the courage to innovate,

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and the courage to be assertive.

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We then saw how to overcome our fears and natural

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barriers and how our organizations can foster the culture of courage

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that is so necessary to face this ua,

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volatile,

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uncertain,

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complex,

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and ambiguous environment.

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