A Business Case for Courage
by John Baldino, MSHRD SPHR SHRM-SCP on Feb 1, 2018 9:11 AM
Business growth is directed through strategy. This should not be news. Most business leaders have varying levels of implementation around strategy, but most agree that something has to be done with forethought and purpose. But what really fuels this? At Trilogy Partners, we believe that COURAGE leads to passion that inspires growth.
In August 2015, Forbes published an article (A Measure of Courage) highlighting the American Courage Index. The article outlined business-related questions geared towards courage, as well as those questions that spoke to the social, moral and emotional aspects of courage. Not surprisingly perhaps, the results showed that business owners are more courageous than the rest of the US population. And further, emotional courage increases with age. Conceptually, these outcomes make sense and jive with many of our personal experiences in the business community.
However, not everyone who works for us is a business owner or of a certain age. What do we do about measuring and developing courage in those folks?
Courage is a difficult trait to measure. How do we measure fortitude or fearlessness? What about bravery or gumption? The metrics for those should be high in those leading organizations through advancement and change. But how do we know who has it and who doesn’t?
The arc for this type of measurement is best found in situational and behavioral study. Measuring based upon a range of responsiveness will serve to illuminate those innate skills and aptitudes. Survey questions are fine as step one in the process, but it should not serve as the final marker. Those questions should challenge people to face scenarios. Those situations should force the responder to make a choice; refrain from the “middle of the road” options as much as possible. By doing so, we can uncover the heart behind the answer.
To reveal the emotional understanding takes conversation. These surveys ought to foster conversation. “What did you pick and why?” is a great opening question. And while this may seem overly simplistic, it is valuable to the natural responsiveness needed. It won’t be manufactured if the question is open-ended and completely based upon personal action and opinion. People like to share what they are thinking, by and large. And having had a written survey already done gives the employee a heads-up as to what will be reviewed.
As a commodity, courage is something to cultivate. It’s part of the fabric that organizations often are lacking. We’re such a fear-encouraging culture – retaliation, over-compliance, bad press – that we tend to stay in our lanes and avoid risk. That fear cripples an organization’s growth. We are even afraid to dream.
It is a business necessity to foster courage and at Trilogy, we tackle the behavioral dynamics that often hold businesses back. We believe competitive advantages are often born out of fearlessness, risk and passion. It takes courage to walk such a path, and it takes a courageous company to light that path.
Ready to promote and cultivate courage in your organization? Contact us at firstname.lastname@example.org or 609-688-0428.