In an increasingly complex professional environment, managers can be tempted to step away from challenging situations and shirk unpopular decisions. In fact, argues Fabrice Gautron, the opposite approach – founded on managerial courage – is what’s required…
What does it take to be a successful leader? There are as many theories about this as there are days in the year. And if you wade into the ‘business’ section of any bookstore you’ll be confronted by an endless array of books focused on the topic of management.
In this article we concentrate on an element which many influential figures consider to be the ‘secret sauce’ in any recipe for successful leadership: managerial courage.
There are a few definitions for what managerial courage means in practice. The Harvard Business Review, for example, says that courageous leaders admit when they don’t know things and apologize if they do the wrong thing, adding, “Courageous leaders also know that their job is about doing important work on behalf of others. And because there are always going to be differences of opinion and limited resources, they’re willing to engage in difficult conversations and tactfully deliver bad news even if the news may hurt the other person.”
To discover more, The Insider had a conversation with Fabrice Gautron, whose career spans more than 25 years and encompasses operational to strategic C-level roles, and from local to global assignments across many industries. Fabrice is currently working as a senior advisor and consultant in the luxury sector.
The Insider (TI): Fabrice, how many managers reading this article can look at themselves honestly and say they fulfil this definition of ‘managerial courage’?
Fabrice Gautron (FG): It’s a great question! The pressures of the modern workplace, changing sensitivities, social media… all of this has combined to make the task of management and executive teams that much harder. It is certainly one of the reasons why we see management consultants playing an ever greater role in corporate life. When there are difficult topics to communicate it’s very tempting to deflect this task to somebody who is external to the business.
Currently a consultant myself I can see the value we add to an organization; and indeed what I’m learning from this ‘time off’ will be useful should I go back into a corporate role. But substituting for managerial courage is not necessarily one of those areas where consultants are the answer! A leader is there to lead by example, and if the upper level of the company is lacking courage, it will inevitably spread further down.
By way of illustration, let me give you an example from a totally different environment to business. I’m talking about high altitude mountain trekking, say in Nepal, so at more than 6,000 meters above sea level. This is an environment which is exceptionally demanding physically. After a nine hour climb from base camp, there’s still another two hours to go, but now on pure ice and at altitudes which disrupt the mind and body. The local guide asks the client if he can reach the top, and though the client says ‘yes’ the guide has the courage to tell him that actually he is not ready, he needs to pause, lacking the immediate physical preparation to complete the task.
Nobody wants to hear that they are not up to a task, but when this feedback is delivered honestly, bluntly, and with explanation, the recipient has little option but to accept it. Note that after this ‘forced’ pause, the client, eventually, reached the summit with his guide.
In this example, there’s a significant safety element to demonstrating courage and sharing honest feedback. The guide and his client are tied together by a rope and perched on a mountainside, so the client’s failure could cost his guide his life! But the same principles apply at ‘ground level’ in the workplace. In all situations if one is to demonstrate managerial courage then it has to be done in a timely manner. You cannot wait, or the moment – and the message – will be lost.
TI: Can you tell us more about how this courage relates to the business environment, Fabrice?
FG: Leading in business means taking difficult decisions; very often, decisions that are to the detriment of some individuals and/or teams even though they contribute to the greater good of the organization. It takes managerial courage to turn to those individuals and explain how and why things simply cannot continue as they are.
Dealing with difficult situations openly and honestly will ultimately allow your teams to feel more confident and engaged, because they can see that you are acting courageously. This also means that when tough decisions have to be made, in future, people are more likely to buy in, because they trust the extent to which you will have thought things through.
TI: What about the challenge of managerial courage amid societal change?
FG: It’s not a revelation to say that the world we live in is very different to that of, even only 10-15 years ago. Many changes – especially in areas of equality – have been unreservedly positive. But for managers, the current working environment has shone an even more intense spotlight on the art of communication, particularly when it comes to giving feedback while avoiding accusations of microaggressions or even bullying.
This is not a complaint; it’s an acknowledgement of the new reality we are in. Another aspect of this new reality is that we live in a more litigious environment than a generation ago. And of course we cannot ignore the impact of social media, which is a real challenge, with the potential for missteps to become ‘viral’ in an extremely damaging fashion.
TI: What can managers do in response?
FG: My humble advice for how to respond to all this comes back to the notions of honesty and authenticity. Be yourself. Be empathetic. Take full accountability of what you say and how you say it. Do what you say and say what you do. But don’t let a lack of managerial courage stop you from saying what needs to be said.
If anything, this is also an opportunity for leaders to polish up their own sensitivities. As an example, I think back to a previous employer of mine which staged private sales for staff members at very attractive reduced prices. At the time, the local policy was to offer first pick of these sales to the senior leadership team and head office employees…! But I successfully argued that it should be the store staff who got to go first, whereas the top management would have to wait 24 or 48 hours for their turn. Naturally the management team were not so happy; but it’s about leading by example, showing integrity and empathy, which in turn helps to cultivate those qualities among the workforce.
Acting with integrity is key to managerial courage, even in the face of adversity or pressure. It’s not about being reckless or impulsive, but rather about acting with discernment and determination for the good of the team and the company. It involves taking calculated risks and taking responsibility for your choices.
TI: can you draw a link between managerial courage and the entrepreneurial mindset?
FG: I believe there’s a strong correlation between managerial courage and having an entrepreneurial spirit. Both necessitate being extremely curious and questioning everything. I’ve always maintained that, for instance, in the hospitality sector – although this applies anywhere else in fact – any newly appointed general manager (GM) should spend their first three months reviewing all internal processes and procedures, in order to – of course – discover the environment, and learn, but also to challenge, and to root out bad and inefficient practices.
I accept that if your hotel is part of a larger chain there will be established standards and processes; but even then, a courageous GM should feel able to go back to the top management and put into question an existing procedure. That’s how entrepreneurs do things – questioning the status quo and finding new solutions. Being brave in raising concerns with management, even if it may create tension is key provided that you present clear and factual arguments, explaining the potential consequences of the decision and proposing alternatives that actually may considerably positively impact the workplace.
Within a hotel or retail organization, this can also mean giving staff freedom with accountability. In guest service scenarios it shouldn’t always be necessary for the staff member to have to escalate a decision to his or her manager. Giving them responsibility makes them grow in the eyes of the guest.
TI: Can managerial courage be learned?
FG: This is a key question, and happily my answer would be ‘yes’, it probably can. I think the best way it can be learned is through role modeling – both good and bad. If I think back throughout my own career, I can recall situations where I would have loved to have had my boss being courageous and support my – or others’ – visions or ideas.
Sometimes a boss is more interested in protecting himself; and in that environment you’d have to question the corporate culture, and whether it provides scope for managerial courage and might even be holding back growth for the company!
In terms of developing one’s own managerial courage, I would say the first step is to be super-transparent. Nothing should be hidden, as this will inspire more confidence among your colleagues. From there, I cannot really say there is specific training you could do to develop this attribute. It comes down to being yourself, and not having the fear of saying something as long as you know you are doing it honestly and accurately. But also to have the courage to admit when you’ve been wrong about something and to take ownership of that.
I would never wish to sit here and claim that managerial courage is a behavior that can simply be adopted as easily as trying on a new suit. It isn’t and we all need to be humble and just admit we learn every day.
TI: Any final points on this topic Fabrice?
FG: Well… in the end, managerial courage is essential to create a healthy, high-performing and fair environment in both work and life. It builds trust, encourages innovation, and helps achieve sustainable results, not to mention a more respectful and trustworthy world.
About the author
Fabrice Gautron is a global executive and decisive Managing Director who brings a multicultural, inclusive, and agile mindset having worked in Europe, AsiaPac, US, and the Middle East.
He is passionate about revitalizing well-known luxury retail or hospitality related brands, rejuvenating customer experience, reaching new countries and channels, re-engaging partners and talents, and driving long-term success with always very tangible bottom-line results.
He has delivered multiple scale-ups and profitable growth accelerations both in public and PE-owned companies, several times after having implemented first a brand turnaround or repositioning. For now, Fabrice works as a senior advisor and consultant, mainly in the luxury, retail and hospitality sectors.
Fabrice holds a degree in Business and International Finance, is an Advanced Management Program Alumni from Harvard Business School, and a passionate high altitude mountain trekker.
Photo credits
Main image: Michael Dziedzic on Unsplash
Jumping Photo: The Chaffins on Unsplash
Nepal hiking: Westend61/Getty
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