Managerial Courage

I was in a client meeting the other day when the topic of “managerial courage” came up. My client was planning to introduce a new compensation program and we were discussing appropriate training and communication requirements for the management staff. That’s when a worrisome thought was raised; would the client’s management team be able to stand up for the changes that would be necessary for the effective implementation and later sustainment of the program?

The Head of HR pondered the question of whether her managers would be willing and able to make the type of controversial decisions (somebody wins, somebody loses) that would be necessary. Or would they “pass the buck” and delay or defer those decisions to others?  Or send out mixed messages that confuse more than educate?

The fear is that, without a management cadre that shows a bit of backbone (walking the talk), any new program would find itself under serious challenge - right from the opening move.

What it Takes

If you were in this group of managers being discussed, would we have to worry about you? Would you be able to make the necessary decisions?  The tough decisions?  The decisions that others may be reluctant to make?  Are you prepared to stand up and be counted?  These sorts of issues could involve grade changes, or title changes, or changes in incentive opportunity – for some.  All negative actions affecting individual employees; because you'll rarely hear from those who are positively affected by a change.

Think about it, and don’t be so quick to nod your head, “Of course I can.” Picture a disgruntled employee sitting in your office, pushing back at you. “That’s not right. That’s not fair.”  Most managers would find the prospect of facing such a scenario discomforting and something to be avoided – sometimes at all costs.

Or are you one who is willing to pass the buck, to let someone else make the decision?  Or to delay making a decision for so long that a default action automatically takes effect?  Plausible deniability, as the politicians say.  "It was the other guy."

Why Others Don’t

It’s easy to pass the buck onto others, to kick the can down the road or let someone else take the risk of their convictions (or management dictate) when an individual decision is going to be difficult, or when you know that some will disagree with you.

It’s rare for someone to pound their fist on the conference room table and say “No, that’s a bad idea. I don’t support it.” Instead, program opponents and those hesitant to stick their head above the crowd tend to disguise themselves in a way that's intended to deflect personal criticism and avoid direct opposition.  Some examples:

• Passive Resistors: These folks will not actively oppose the new program, but they will sit on the side of the road for as long as possible. When they must take action, it's usually in a slow, ponderous fashion that shows little enthusiasm, only a required movement on their part.

• Yes-Men (or whatever the politically correct term is these days): No matter what they possess as personal opinions, these folks will nod their head in agreement with the prevailing view. Thus, their support would be brittle and could be easily turned.  They just want to be on the winning side and tend to hide their personal beliefs.  Not much in the way of core values here.

• Subversives: The honest folks in the bunch, who will actively work against you. They don’t like the program and will say so.  And then proceed to challenge various aspects of policies and procedures, seeking wherever possible to weaken or collapse the new program. This is the opponent standing toe-to-toe with you.

• Politicians: We all need to practice some basic skills with office politics, but these players revel in the process. They are all about picking the right side, of being seen with those who are currently in power. These are not the sort of folks you can rely on to make proper reward decisions, as they'll often disappoint you.

As you advance your professional career from job to job, employer to employer, one of the judgments that will be made about you will be whether you possess “managerial courage.” That’s a powerfully positive trait that, if demonstrated consistently will position you well over the long haul.  Perhaps not everywhere, though (note the comment above regarding politicians), but lacking that courage will certainly gain you a negative reputation– one that will become like an albatross around your neck.

It’s your call.

Chuck Csizmar CCP is founder and Principal of CMC Compensation Group, providing global compensation consulting services to a wide variety of industries and non-profit organizations.  He is also associated with several HR Consulting firms as a contributing consultant.  Chuck is a broad based subject matter expert with a specialty in international and expatriate compensation.  He lives in Central Florida (near The Mouse) and enjoys growing fruit and managing (?) a clowder of cats.

Creative Commons image, "Mississippi State Monument," by Ron Cogswell