leadership – yogesganesan.com

Courage of Leadership Courage, one of the bases of exceptional leadership. We envision courageous leaders striding confidently, effortlessly making bold decisions, impervious to doubt or adversity. It's not merely about making difficult choices, but a journey accompanied by challenges that often go unnoticed. These leaders face a myriad of challenges that are often burdened with the weight of responsibility and the uncertainty of outcomes. From the outside, we praise their ability to manage uncertainties, yet within, they battle with the toll of constantly mustering courage, and maintaining an illusion of always doing the right thing. In our aim to be true leaders the reality of being human vs the demands of leadership become a conflict between the perceived invulnerability and the inherent vulnerability of simply being human. Observing others work around me, some displaying their true self as leaders, some thinking they are the best leaders but not perceived as such by others and finally, those who are not even bothered to be a leader, just because…the thought that came to mind was, does everyone have the courage to be a perpetual leader…hence this Blog. Courage is what it takes to stand up and speak, it’s also what it takes to sit down and listen. Winston Churchill The Burden and Toll The constant need to summon courage as leaders requires a measure of bravery, resilience, and courage. Further to this, there is the incessant need to handle complexity and ambiguity can lead to a persistent state of vigilance, draining the mental reserves of even the most seasoned leaders. It is exhausting! Emotionally, the weight of responsibility, coupled with the fear of making a mistake, can affect the psyche of a leader deeply. The aspect of invulnerability they're expected to wear can isolate them, distancing them from the support and empathy they might need from others. Other than the responsibilities of a leader, there is also the societal expectation of perfection. The world admires flawless decision-making, celebrates unwavering confidence, and often neglects the humanity behind the leader's façade. The pressure to fit this idealized image of perfect leader dampens the very essence of being human. Despite the burden and toll of being a leader, the pursuit of perfection shapes the core of courageous leadership. The reality is, as leaders, they are not impervious to the challenges that they confront. Mental Preparedness and Energy The need to undertake courageous actions is a meticulous readiness to confront challenges, regardless of internal unease. We call this mental preparedness. It entails clarity of vision, strategic assessment of risk and acceptance of potential consequences. This mental state of readiness demands energy—both physical and emotional. Self-perception, when leaders completely perceive themselves through the lens of fearlessness, it may overshadow other aspects of their leadership. Speaking in the context of courageous leadership, it could lead to a belief that their value lies solely in being bold, potentially neglecting other essential leadership qualities. Perception of others, is another factor, the expectation that the leader always takes bold action, causes discomfort or apprehension when the leader chooses a more cautious approach in specific situations. This discrepancy between expectation and action hampers understanding of the leader's full potential. It narrows the perception to just courage, neglecting other essential traits like empathy, adaptability, or collaboration that the leader might have. A courageous behaviour, therefore, can shape both the leader's self-perception and others' perceptions, potentially limiting a holistic understanding of the leader's capabilities and their leadership style. The Paradox of Courage and Self-Care The paradox of courage and self-care is a delicate balance between summoning courage for action and prioritizing the essential aspect of self-care and well-being. Here is an interesting insight, while courage is required to prioritize self-care, neglecting personal well-being can significantly diminish a leader's ability to be courageous effectively and lead to burnout—a chronic stress that is not managed successfully. The strength needed to inspire others and drive change disappears when self-care is neglected. It’s imperative to recognize that prioritizing self-care doesn't equate to a lack of courage. Instead, it embodies a courageous acknowledgment of personal limits and a commitment to nurturing oneself. The self-care essentially becomes the reservoir of strength that replenishes the courage that is needed to lead. Ideally, courage and self-care should be a harmonious integration - a delicate equilibrium between bold action and nurturing oneself. Ego in Habitual Courageous Behavior. When a leader continuously displays courages leadership and is succesful in what they do, they naturally get an ego boost. And this might make them resist feedback or alternative viewpoints that challenge their habitual behaviour. This resistance can limit adaptability and hinder a more balanced approach to leadership. Moreover, an ego-driven focus might create an exterior of invincibility which isolates themselves from others. It may impact team dynamics and erode trust as others can’t relate to them and their leadership style. Overcoming the element of ego in leadership involves a deliberate effort to foster self-awareness and being mindful of their action and its effect on others. It starts with a little step, listening to others and taking the feedback onboard constructively! Strategies for Balancing Courage and Self-Care In general you are either given a leadership role or you are associated with an organisation that values leadership. It is therefore, imperative that you, as a leader, balance the fine act of courage without compromising self-care. Let’s see if some of these strategies would help: Mindful Decision-Making: To focus and think with a clear mind, what better aid than the practice of meditation. It is advocated by most experts in the healthcare, management, work environment and so forth. Why, because our mind needs a break, to reset and think clearly, so it is worth a try. Support Systems: While flat organizational structures aim to minimize hierarchical layers, they pose challenges for leaders. The leaders feel distanced from direct reports due to reduced hierarchical levels. It is important to create a space for leaders to get the support they need in the form of mentorship, peer support or coaching which encourages open discussion and creates a culture that values seeking and offering support. Setting Boundaries: Say NO and draw a line! Safeguard your well-being and set those boundaries to prevent burnouts. Learn to compartmentalise your life, it helps to maintain focus, reduce stress, and prevent one area of life from negatively affecting another. Self-Reflection and Self-Care Practices: Self-reflection isn't a simple task, but doesn't mean we shouldn't aim for it. Practices like self-reflection, journaling, self-assessment, and introspection support self-awareness. Personally, I believe it requires a significant level of motivation and self-actualization to engage in self-reflection for personal improvement. Moreover, our reliance on smartphones/devices, constantly engaging in extrospection (focusing outwardly on screens) can prevent self-reflection. On the other hand, self-care practices, such as exercise, hobbies, and spending quality time with loved ones, are fundamental aspects of life that are more straightforward to implement. The key lies in combining self-reflection with tailored self-care practices suited to our needs as leaders. This allows us to optimize our self-care routines, ensuring they align with our personal and leadership aspirations. Continuous Learning and Growth: In today's world, it is hard to claim that there is limited access to learning. There is an abundance of learning resources available across multiple channels via omnichannel platforms. What’s lacking is, leaders NOT making a conscious decision and choosing to do value added activities i.e. being a knowledgeable leader. Organisations can promote a learning culture, but the onus is still on you as a leader to proactively seek the knowledge for self-improvement. Foster a Culture of Good Leadership: Courageous decisions by leaders need to be done responsibly, considering both risks and the benefits. By emphasizing collective achievements over individual heroism, as an organisation, it needs to celebrate calculated risks that lead to positive outcomes than celebrating extreme or unnecessary risk-taking. This way, with due consideration to the team's well-being and long-term sustainability, it will foster responsible leadership within the organisation. In short, this culture is about how we succeed together as a team or an organisation and steering away from glorifying individual heroism or extreme risk-taking. Encourage Honest Communication: To be able to have your say, supported by others and if you are out of line the others are ready to set you right, is the ultimate honest communication pathway. This transparency in communication will lead to a harmonious environment and foster a culture of empathy and support at an organisation and team level. It needs to be a value that is practiced. It doesn't matter when we start. It doesn't matter where we start. What matters is that we start. Simon Sinek The gist of courage in leadership With the aim of being a better leader, taking the risk to stand-up to others is essential. But before we do that, as leaders we need to pause, conduct a quick benefit/risk analysis of our intended action, before proceeding. In this self-analysis, we need to factor in the personal cost. Once this becomes a habit, it will integrate naturally into our Courages Leadership style, minimizing impact on our mental well-being. Food for that: Both leadership and courage are qualities that can be perceived as innate or developed through conditioning. These qualities aren't fixed traits but rather adaptable skills that can be changed, improved, or cultivated if one chooses to do so. Leadership and courage aren't solely dependent on predetermined attributes; they are qualities that can be intentionally shaped and refined through effort, practice, and a willingness to grow. Leaders have the capacity to evolve, learn new skills, and enhance their capabilities at any point in their journey. Ultimately, the path to becoming a better leader is a personal choice that requires dedication and continuous self-improvement.

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