We recently took a look at the collective courage or cowardice of a team. And we noted that much of the collective courage of a team is drawn from the leader. But we would be incorrect in assuming that courage is inbred. It is a developed over time and through withstanding hardship and challenges.
Unfortunately, many brave leaders convey the impression that this is how they’ve always been. Whether or not they were born brave, bravery seems to come naturally to them. Even if it does not, it appears to be so.
For teams it is no different. Teams, like individuals, have to learn to be brave and to stand strong in tough times. It is imperative that they can communicate with each other about what this developing shared bravery looks like. And the courage must be communicated in terms of what it looks like within the context of that team’s experience.
What is the leadership principle here?
In order for teams to communicate and develop this shared bravery with each other they must commit to spending considerable time and energy in creating an atmosphere of openness and trust with each other. Anything less will send courage fleeing in the face of hardship. And each time you do this together as a team, it will bring the team that much closer together and give you a stronger sense of collective courage.