The Art of Living Courageously Week 8: Managerial Courage
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Transcript of The Art of Living Courageously Week 8: Managerial Courage
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Jackson Institute for Global Affairs
Courage in Theory & Practice
Roz Savage
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Main Points So Far❖ Trajectory of courageous life vs average life❖ Courage is not the absence of fear, but feeling
the fear and doing it anyway❖ When Motivation > Fear => COURAGE❖ Courage (and just about everything else) is a
function of the narratives we tell ourselves about who we are
❖ Developing courage is a dance between what we choose and the challenges life gives us
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Week 8: Managerial Courage
❖ Managerial cowardice❖ Engagement and disengagement at work❖ Courage and identity❖ Proactive courage
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–James Freeman Clark (via Grace)
“Conscience is the root of all true courage; if a man would be brave let him obey his
conscience.”
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34.4 hours* 50 weeks * 40 years = 68,800 hours
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Why managerial courage matters - and will it still
matter in the new world of work?
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Week 8: Managerial Courage
❖ Managerial cowardice❖ Engagement and disengagement at work❖ Courage and identity❖ Proactive courage
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–Jeffrey Pfeffer, Leadership BS
“Workplaces are mostly horrible.”
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What examples do you know of managerial
cowardice?
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Managerial Cowardice❖ Backstabbing❖ Avoid work❖ Evade hard
choices❖ Won’t listen❖ Afraid to discipline❖ Don’t follow
through
❖ Don’t think for themselves
❖ Hide behind power❖ Won’t grow or change❖ Phoney❖ Don’t connect with
people❖ Can’t adjust to failure
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Week 8: Managerial Courage
❖ Managerial cowardice❖ Engagement and disengagement at work❖ Courage and identity❖ Proactive courage
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Will disengaged employees be courageous
employees?
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MOTIVATION > FEAR => COURAGE
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Frances Hesselbein❖ CEO of Girl Scouts of the
USA, 1976-1990❖ Replaced hierarchy with
web of inclusion❖ Diversity: “If I’m a Navajo
child on a reservation, a newly arrived Vietnamese child, or a young girl in rural Appalachia, I have to be able to open the Girl Scout Handbook and find myself there.”
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Safia Minney
❖ CEO of People Tree❖ “Slow fashion”❖ “We are deeply committed
to empowering the poor, protecting the environment, and changing the kind of world we live in.”
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Edsel Ford
❖ President of Ford Motor Company 1919-1943
❖ Took him a year to persuade Henry Ford to replace the Model T with the Model A, thereby saving the Ford company from failure
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Discussion of why courage at work matters
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How can Courage be Encouraged?
❖ Increase engagement throughout the company (Barry Schwartz TED talk)
Events
Patterns
Systemic Structures
Narratives
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How can Courage be Encouraged?
❖ Increase engagement throughout the company (Barry Schwartz TED talk)
❖ Tolerance of resistance to decisions❖ Flexibility in procedures, discretion permitted❖ Moral exemplars “giving permission” to be courageous❖ Minimal hierarchy❖ Genuine pursuit of diversity❖ Acknowledgement of individual’s multiple identities❖ Atmosphere of trust❖ Willingness to overcome status quo bias
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Week 8: Managerial Courage
❖ Managerial cowardice❖ Engagement and disengagement at work❖ Courage and identity❖ Proactive courage
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Identities
Self Identity
Group Identity Role Identity
Relational Identity
Position withinorganisation
Boss, middle manager,or subordinate
Self, generally consistentacross contexts
Membership of a group or organisation
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Courage as Identity Work (Koerner)
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Tension Between Identities
Tension{I decidedI realised
I knew
ReliefPrideJoy}{ } Shame
RegretFrustration{ }
Verb
Courage =>Positive Emotion
Cowardice =>Negati
ve Emotion
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>
IDENTITY CONFORMITY
VALUES COMPROMISE
PURPOSE RISK AVOIDANCE
MOTIVATION FEAR
COURAGE
SELF-DETERMINATION
ACTION
CHOICE
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Week 8: Managerial Courage
❖ Managerial cowardice❖ Engagement and disengagement at work❖ Courage and identity❖ Proactive courage
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Courageous Decision-Making at WorkProactive Decisions
Reactive Decisions
MoralEnergy
MoralApathy
COURAGE
INTEGRITYEXPEDIENCY
GUNG-HO Free Will
Conditioned
Response
Fatalism
5%
78%
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You can’t speak up if you’re not at the table,
and you can’t be at the table if you didn’t apply for the job
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“Requirements” are not Requirements
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The Courage Calculation (Reardon)
Setting primary and secondary
goals
Determining the importance of achieving goals
Tipping the power balance in your favour
Selecting the proper time for
actionWeighing risks against benefits
Developing contingency plans