Courage—Building the Leadership Muscle That Matters Most

"Taking this trek means challenging the status quo, which is sometimes a difficult and lonely road. I often think of Robert Frost's poem, A Road Not Taken, when I need to summon my Courage to take the more challenging path." ~ Dr. Jes DeShields, 9 Leader Touchstones

What do you do when your gut and your role are at odds? When your title asks you to say yes, but your values whisper no? These moments define courageous leadership.

There are times in our professional lives when the path forward divides, and the road that aligns with our values is clearly not the easiest one to travel. Throughout my career, I've witnessed and experienced situations where leaders must make difficult choices when organizational priorities shift in ways that create tension with personal values.

In leadership roles, many of us eventually face moments when others ask us (or demand that we) champion initiatives or directions that don't fully align with our vision for the organization. These situations create a profound test of Courage—requiring us to decide whether to adapt our perspective, work to influence change from within, or sometimes, make the difficult choice to step away. I've observed that when a leader's words and convictions grow increasingly disconnected, the internal conflict can become untenable.

These decision points represent not just acts of personal Courage but leadership courage—a choice to stand for values, often in service of others. Sometimes, the bravest leadership act is working to influence change from within—and sometimes, it's knowing when to step away. As we explored in last month's Authenticity touchstone, the “daily practice of letting go of who you think you're supposed to be and embracing who you are” is foundational to both authentic leadership and courageous leadership (9 Leader Touchstones).

The Courage–Authenticity Connection

Courage and Authenticity exist in a powerful symbiotic relationship. To lead with Courage, we must first know who we truly are—and be willing to act in alignment with that truth even when it's difficult. Authenticity requires not just embracing who we are but “interpreting and owning our life experiences” (9 Leader Touchstones).

Our Courage grows when we acknowledge our past experiences, understand how they've shaped us, and allow those insights to inform our leadership decisions. This self-awareness lays the foundation for courageous leadership, enabling us to act from a place of conviction rather than comfort or conformity.

Creating "Courage Zones" for Growth

Developing Courage—both in ourselves and in those we lead—is neurologically similar to developing any other skill. “Courage-building sustains when you take small steps just outside your comfort zone to try something you might not ordinarily try... Anxiety does start to increase in the area just outside the comfort zone—the courage zone. However, a manageable stress level, intentionally applied, can actually enhance performance and lead to personal growth and development. Consistent small actions amplify the courage-building experience” (9 Leader Touchstones).

This "courage zone" concept presents a powerful opportunity for leaders to intentionally create spaces where team members can practice Courage in controlled, supportive environments before facing higher-stakes situations. I've seen this principle in action when helping team members prepare for difficult conversations about challenging organizational changes. Rather than handing them a script, I created a safe space for the team to practice Courage by:

• Inviting them to share their concerns directly and openly in a judgment-free environment

• Offering role-playing opportunities where they could practice responding to challenging scenarios

• Using humor and warmth to reduce tension and create psychological safety while practicing difficult conversations

These small acts of practice—stepping just outside their comfort zones in a controlled environment—helped strengthen their ability to engage in brave conversations. As psychologist Kelly McGonigal notes, when we view stress through a growth-oriented lens, we activate biological systems that enhance resilience, learning, and emotional regulation (The Upside of Stress, 2015). This aligns powerfully with the “courage zone” concept—where fear becomes a signal of growth, not a red light.

The Science of COURAGE

The neurological foundations of Courage are fascinating. The stress we experience in the “courage zone” is distinct from harmful forms of stress: “Challenge stress takes place in the courage zone. It is a unique form of stress, distinct from other forms, such as chronic stress or distress, typically associated with negative outcomes. Challenge stress positively affects cognitive, emotional, and physical well-being” (9 Leader Touchstones).

When we help our teams reframe demanding situations—seeing them as opportunities for growth rather than threats—we enable them to experience the positive effects of challenge stress. This cognitive reframing is a crucial leadership skill: “When you appraise a demanding situation as a challenge rather than a threat, you will more likely experience positive effects associated with stress, anxiety, and even fear” (9 Leader Touchstones).

Teaching Tactical Courage Skills

Tactical courage-building requires more than pep talks. It thrives on tools. When working with my team, I taught specific approaches:

• Using empathetic statements to validate others' emotions while maintaining necessary boundaries

• Avoiding the trap of responding to every question in emotional situations

• Develop a consistent message framework—acknowledge feelings, then restate key points

I call this the 3R Framework: Recognize emotion, Reframe the message, Restate key points. These tactical approaches made Courage more accessible by transforming vague "be brave" expectations into practical skills.

In another leadership context, I worked with a highly creative team member who struggled with the detailed implementation phase of projects. By breaking the work into micro-steps, providing specialized support, and creating accountability systems that acknowledged her strengths, we built her Courage to complete what she started—even when the tasks weren't naturally energizing for her.

Three Building Blocks for Cultivating Courage

Based on my leadership and life experiences, I've found three foundational building blocks for developing Courage in ourselves and our teams:

• Lead from Authentic Foundations: We cannot sustain Courage without drawing on our Authenticity. When we understand our values and act in alignment with them, we establish the internal consistency required for courageous leadership. It requires ongoing practice and self-awareness.

• Create Structured “Courage Zones”: Intentionally design opportunities for your team to practice Courage in smaller, safer contexts before facing more significant challenges. Role-playing, simulations, and graduated challenges all allow team members to experience the productive challenge stress that builds courage muscles.

• Provide Tactical Courage Frameworks: Transform abstract courage concepts into concrete, actionable skills and frameworks. When team members have specific tools and approaches for navigating difficult situations, Courage becomes more accessible and sustainable.

Courage as a Practice, Not a Trait

Perhaps the most important insight about Courage in leadership is that it's not innate but a skill we can develop through intentional practice. “To cultivate courage in team members we must help them move through fear” (9 Leader Touchstones, p. 83). As leaders, our responsibility isn't to eliminate fear but to help our teams—and ourselves—recognize it as a signal that we're in a growth zone. By consistently practicing Courage in small ways, we literally rewire our brains to respond differently to challenges. Leadership researcher Brené Brown says it simply: “Courage is contagious. Every time we choose courage, we make everyone around us a little better and the world a little braver” (Dare to Lead, 2018).

In today's VUCA (Volatile, Uncertain, Complex, and Ambiguous) world, Courage isn't just a nice-to-have leadership quality—it's essential for building organizations that can navigate uncertainty and change. Courage isn't something we find. It's something we practice—together. As Leader-First® practitioners, we commit to cultivating spaces where Courage is normalized, practiced, and celebrated.

What small step could you take today to practice Courage—and help your team do the same?

References

• DeShields, J. (2023). 9 Leader Touchstones. Crescent Leadership.

• McGonigal, K. (2015). The Upside of Stress: Why Stress Is Good for You —and How to Master It. Avery.

• Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.

• U.S. Army War College. (1990s). Coined the term "VUCA" (Volatile, Uncertain, Complex, Ambiguous).