A new CEO has arrived to replace the retiring CEO that everyone loved for his easy-going approach. The new CEO is gruff and direct and sometimes too quick in making critical decisions. This is not my style. I don’t know if he’s going to be a “one man show” with an attitude such as “I will make the decisions and you will not be included.” What can I possibly do to instill a courageous leadership environment?
Do not swallow your voice—stay in your true Self! You do this by being an “observer” of the chattering ego. Keep close watch on what your self-talk is saying? If you stay courage-centered you won’t hedge how you feel? On a stronger note, if he becomes a bully, he may use words or a tone that hurts (read article “The Language of Courage”). You must be willing to say, “Excuse me, I listen better, and I am more receptive with a different tone” or even a stronger comment is “Excuse me, you don’t get to talk to me that way. I am happy to talk to you, but I will not accept that tone.” This suggests the courage action called “reveal vulnerability” rules over the courage obstacle called manipulation (one of the 12 courage actions mentioned in #4). Candor is a cousin to courage (and there are 11 more cousins to courage such as consistency, clarity and confessing). You don’t want to go home that night and look in the mirror and say, “I wish I’d had more courage.”
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