Many people find excuses to not change their behaviour. Here's how you can start to do so.
The turbulence of the marketplace, new opportunities constantly emerging, the uncertainty about the future, the lack of job security, the need for greater flexibility and creativity all indicates that predictability is history. Courageous workplaces support employees who take personal risks to step outside the accepted norms for the greater good of the workplace.
If courage is the process of putting a conscious intent into action (despite the risks to the individual in doing so), does that make it a competency? And if so, can you teach courage?
Whether you believe Julian Assange, the founder of Wikileaks, is right or not in releasing the material he has, you cannot doubt his courage in doing so. But is this what you want for your organisation?
Can organisations survive if their employees simply follow orders? Do we believe that our leaders know it all?
Courage in the workplace is an action, the difference between intention and implementation where the desired action is new, untried or in some way has previously been rejected. But what are the benefits of implementing a courageous workplace?
Workplace courage is a form of social courage (as opposed to physical courage) where individuals who display such courage risk social exclusion or ridicule (as opposed to physical hurt or even death) for a ‘greater’ good.