Courageous Leadership

Our workplaces have changed significantly in the last few years.

The use of a commercial airliner as a weapon of mass destruction on a workplace in New York escalated uncertainty. That uncertainty continues as the dollar fluctuates and employers wonder if someplace off shore is a better place to do business. Then we add in the devastating effect of violence at close range with criminals invading our workplaces and terrorising staff. It includes the anxiety of downsizing, restructuring, reengineering, mergers and corporate fraud. Weariness and distrust have crept into the workplace.

Internet and wireless technology have shrunk the globe to the size of a mobile phone. And the pace of work is cranking up. Instant responses to every query are wanted. People's expectations have sped up. People are always on, 24/7/365. Work-life balance is a challenge. The "hurry-up" culture is here, and here to stay.

However, there is constructive change. There is a renewed emphasis on people first. The best CEOs are now not the hatchet people or the intimidating bullies, but those who can mobilise their work community to act like one extended family in which people are able to be fully human. We participate in the Relay for Life, collect for new refugees, work flexible hours, listen to the wisdom of diversity and respond to tragedy when it hits at home or overseas. We value socially and environmentally responsible businesses. And these workplaces have not sacrificed productivity or profit.

How can we respond in this different environment? We can see ourselves as victims, helpless in the face of such an onslaught. This "poor me", "you're ok, I'm not" attitude just adds to the stress and frustration and needs to be dealt to, challenged.

We can also adopt the attitude of survivors: if I keep my head down, my nose clean and just do my job then I will get to the weekend and still have a job and not too much stress. This also needs to be confronted as the attitude of a passenger. If the boat is in trouble we want those around us to try and keep it afloat and not just watch out for themselves.

We love people of courage, the hero in the fire, the person who steps beyond their comfort zone and personal safety for the greater good of others. We do not need a crisis to adopt this attitude in the workplace. This is not about rescuers, but people who proactively support, who respond to changes and uncertainty with courage.

There is the courage of the person who spontaneously places their life at risk to save another without time to think of the consequences. However, I think it may take as much, maybe more courage to act when there is time to think ahead, knowing what the consequences of speaking up may be, to lie awake at night and decide to pursue a course of action with determination. It may be to comment positively when all around are critical, to challenge the cynic and the gossiper regarding the effect of their behaviour, to support people to learn from a mistake rather than just dump and blame, to confront the workplace bully. The courage to be the change we want to see. We can be what no technology can supply, a human face, a creator of human networks, a builder of community and a creator of hope.

When we influence our workplace and workmates in these ways we are being leaders. Not leaders defined by higher pay, a title or a personalised car park. Nor the ones often selected for leadership or management courses, but leaders nontheless. Leadership by this definition occurs when people positively influence others.

I know one large business where everyone is regarded in this way. They are encouraged to speak up, to initiate constructive action and innovation. This is "courageous leadership".

To work effectively in this uncertain, continuously changing environment we all need to be leaders, influencers - in different ways and situations.

In our workplaces we can have a lot of influence. Is it easy or always welcomed? Of course not!

We do not need to be charismatic leaders, just people who will bring out the best in ourselves and others.

So the challenge is to rise to the opportunity and to liberate the leader within, and within our workplace.