HAVING COURAGE

No matter how well prepared you are, the 3C's will arise. The incidents may be relatively minor—or earth shaking. Some may have a financial impact alone; others may be a matter of life and death. Handling the 3C's of change, controversy, and crisis requires a fourth C: courage. My favorite definition of courage describes it as a quality that enables someone to face a challenge even in the midst of fear. Courage does not minimize the challenge; rather, it emboldens you to face the fear and do what is necessary.

In the business world, the biggest fear that leaders face surrounds the question “What are we going to do?” Caught up in the fear, they may obfuscate, assign blame to others, and, in general, spin their wheels. Not only does the issue remain unresolved, but they end up digging a bigger and deeper hole for themselves. The best antidote to fear is the knowledge, as I've stated throughout this chapter, that no matter what, we will do the right thing and do the best we can. That, to me, is the essence of courage. No, you won't always have the right answers and you won't respond perfectly, especially to controversy and crisis. But you will do the right thing based on your values and what you know at the time, and you will do your best. Then, after the fact, you and your team will learn from the experience so that you can minimize the probability of the situation reoccurring.

Courage keeps you on the high road with accountability and responsiveness, rather than seeking a shortcut. Courage allows you to hold your head up even when your heart is heavy with empathy and compassion. Courage reminds you, in the midst of the storm, that you and your organization are not the only ones affected. There is also a greater, positive impact on your industry, the marketplace, the environment, and even globally. Doing the right thing may not always be easy, but when you look at the bigger context, you see that it is the only true choice.