Do I have the credibility to make this work now?.To determine whether the time is right to act, ask questions such as:
Real emergencies are rare in business, so take time to marshal support, information, or evidence to improve your odds of success. After weighing the negatives (discomfort for “snitching”) against the positives (allegiance to the Army’s standards for future leaders), she determined her loyalty to Army standards was paramount. army general decided to report a fellow officer who had plagiarized a research paper at an army school.
Gauging your bold move’s risks and benefits can help you decide whether to proceed. To build a power base from which to make risky moves, cultivate relationships with influential people around and above you. The move cost him his job, but his convictions were too strong to ignore. Example:Ī medical doctor who worked for pharmaceutical company Pfizer publicly advocated legislation allowing the import of lower-priced medicines-a practice the U.S. But if important values are at stake, you may have to act. How Important Are My Goals?Īvoid squandering political capital on low-priority issues. Should you try to save your colleague by explaining the situation to his manager? Yes: your organizational goal (retaining a valued performer) and personal goal (feeling you’ve contributed to the greater good) are reasonably achievable. Your colleague’s manager is about to fire him based on faulty information-and tends to kill the messenger when receiving bad news. Someone has maligned your talented colleague to clear his own path to promotion. To make the courage calculation, answer these questions: What Are My Goals?Ĭonsider whether your organizational and personal goals are attainable. To make the courage calculation, Reardon recommends considering six questions: “What are my goals?” “How important are they?” “Will powerful people support me if I make a bold move?” “What are the trade-offs?” “Is now the right time to act?” and “Have I developed sufficient contingency plans?”īy deliberating these questions, you empower yourself to make gutsy moves that serve your organization and your career. How to demonstrate courage like these leaders-without committing career suicide? Fortunately, you don’t have to be born courageous: you can learn to take intelligent gambles by making the courage calculation-a disciplined method for boosting the likelihood of a successful outcome. A CEO urges his board to invest in environmentally sustainable technology-despite pushback from powerful, hostile directors. A manager refuses to work on her boss’s pet project because she fears it’ll discredit the company. A division vice president blows the whistle on corruption at his company’s highest levels.
0 kommentar(er)
