Courage in the time of Corona: leading courageously through crisis and uncertainty

If leaders will be remembered for how they managed themselves and others through this crisis, what do you want your coronavirus legacy to be? 

I ask this not to pile pressure on. There are countless definitions of ‘courageous leaders’ out there, but I believe strongly that leadership is not about role or traits - it is about action. It is a verb not a noun. You might not see yourself as a courageous leader, and you might not feel courageous. These times are overwhelming and frightening. No one can live up to a label like courageous day in day out, and it is unhelpful to try. But you can choose and learn to take courageous actions through this crisis. Both courage and leadership can be learnt and practised by anyone, regardless of role or personality. 

I don’t describe myself as a courageous leader. I’ve often struggled with a desire to please people. But I’ve developed knowledge, skills and determination that have enabled me to take courageous leadership action in times of crisis and uncertainty (mostly through training and practising as a mediator for 15+ years). And as a result I have managed to maintain staff morale, team spirit, loyalty and productivity, even when jobs were known to be at risk. I believe this is all possible, even in these extraordinary times of crisis and uncertainty, no matter how fearful we might be feeling ourselves. 

Here are some small but important courageous actions you could take over the coming days and weeks:

Focus on small acts of courage

It is not high-profile heroism staff crave in times of crisis; it is small acts of courage. A willingness to be vulnerable and share your own anxieties with them. Asking how they feel and what they need, and then listening openly to their answers, even if you feel uncomfortable. Being honest about what is still uncertain and what the impact of this is.

Acknowledge, acknowledge and keep acknowledging 

Acknowledge that people will be feeling anxious about their health, their families, their communities, their finances and possibly their jobs. Name the gravity of these fears, rather than making light of them. And start to make it culturally normal to talk about them. 

Give people honesty but also hope

Be honest about the situation and its impact on the business. And the powerlessness people probably feel. But then look together at what you can collectively control. Where can you find hope? What is within your power to change together? 

Give people purpose

Most of us want to know we can make a difference in a crisis - that’s why 750,000 people signed up to become NHS volunteer responders within just two days. Empower your teams to show leadership rather than look solely to you to provide all the answers. For example, how can they show leadership in the way they support other colleagues during this crisis?

Do you have a #CourageInTheTimeOfCorona story? What small acts of courage have you taken as a leader in these uncertain times?

Get in touch

If this resonates but you don’t know where to start, or you need some support along the way, I’d love to help. Send me a message if you’d like some (online) courage or leadership coaching or mentoring. I’m offering ‘pay what it’s worth’ sessions. And watch this space for online training in courageous leadership which is coming soon.  

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