Power, Responsibility & Courage

Power and leadership coexist; as a leader, you have the responsibility of making decisions and mobilizing people towards desired goals, and power plays a part in making that happen. Awareness of your individual power is necessary, as how you wield your power is directly reflected back at you.

My conversations with those in senior leadership positions include an expressed desire for those they are responsible for to share openly and honestly about their experiences. The higher leaders move the more isolated they are, increasing the stakes, therefore the likelihood of hearing transparent feedback becomes greatly diminished. The dynamics can easily result in an echo chamber, creating a false sense of validation. Conversely, It can be equally ineffective when those who are most vocal are interpreted as the voice of majority.

Addressing this can be complex, although a simple declaration of desiring feedback, backed up by behaviour of course, can make big impacts. However, making that declaration exposes a vulnerability, unnerving even the most confident of leaders.

This is where I often talk about courage. If you desire to be an optimal leader, if you genuinely believe that the input of all is necessary in understanding circumstances and making decisions that will have the greatest impact, then some vulnerability is necessary in creating the conditions to hear honestly from all.

Courage can’t exist without fear, and being vulnerable requires a great deal of courage. I wouldn’t recommend jumping in with both feet, but dipping a toe in waters that are likely to receive you warmly. I would also encourage you to envision a person you admire who embodies vulnerability. What does it look like when they are vulnerable and what approaches can you adopt most easily?

When I think of those who are most courageous, it is not the image of a general on horseback riding into battle that comes to mind. I spoke last week with a leader whose courageous approach is now paying dividends. Over a year ago she made a decision that was not popular, however it prioritized sustainability. The choice was a tough one and required courage to maintain trust, for ongoing engagement and feedback from those impacted. She supported the conditions, continued to ask and listen to their input, and with time was able to maintain the consistent trust of the group. Her actions backed the declared intentions, and even the unpopular decision was accepted and supported.

This leader has a small stature, bright smile, warm demeanour and a melodic voice. She is nothing like a general on horseback, however she made a decision that scared her and applied integrity in her actions.

I invite you to find examples of what courage looks like in your leadership, including some questions to consider.

How does it reflect your power, and who you are hearing from?

What are the conditions needed to hear from all?

And lastly, if what’s needed next in your leadership scares you a little, how can you find the courage to take action?