Good vs. Courageous?/Go Deep

When is good not good enough?
In Gus Lee's book, "Courage--the backbone of leadership," just being good doesn't cut it in executive positions. You need to be courageous, he says.

If you're confused, welcome to my world. But it helps to know how Gus defines good. A "good person" avoids personal wrongs, but doesn't take unpleasant stands for principles (which makes him prone to standing, at times, for favorites rather than values).

A good person is good, adhering to the principles of honesty, honor and ethics. But, a leader should be more.

Gus uses the analogy of how a boxing coach confronted him and others to make them the best they could be. He did not hesitate to translate his values to his young students, peppering them as much about ethics as about how to defend against a right jab. Also, he was diligent about confronting every breach of ethics that he witnessed.

The coach wanted only the best for those he mentored. And that included not allowing them to get away with disrespecting themselves by breaking those values.

That, according to Gus, is a true leader. Never satisfied to see people fall short of the best, he communicates the standards and then holds those within his care to account for living up to those standards. That, Gus says, is what it means to be courageous.

The impression I get is that Gus believes a good person is all right. It's just that, if you're just good, you should not aspire to be a leader.

There's the challenge. Can I be courageous? How can I be a courageous leader? Early in his book, Gus gives some clues.

Good vs. Courageous?/Think About It

I'm reading a challenging book.
It's titled, "Courage--the backbone of leadership," written by Gus Lee, a business consultant.

According to Lee, no one wants to consider himself a coward. Yet, few, he says, fall into the category of courageous. Instead, they fall into a lesser category, "good." I'll get into more of the difference between the two later.

For now, I want you to struggle with me. I've always thought of myself as a courageous person, and a leader. But, I've also known that I am conflict-adverse. Apparently, most people are. Perhaps, even you?

The question is whether you can be a "courageous leader" unless you conquer that fear of conflict and confront the negatives that you see in the workplace. Honestly, that's not where I live. I tend to take care of myself, watching my P's and Q's and making sure I measure up. That other person? Well, he's responsible for himself.

So isn't example an adequate approach to leadership? Apparently, it takes both in Lee's estimation. It's obvious that you can't confront other's negatives effectively unless you are first living up to the values you espouse. But, just living up to those values isn't enough. You must confront those who are failing to live up to the values that will bring success to the operation.

I'm just beginning this book, so I'm trusting that Lee will provide more of the tools that help you know when to confront and how. But, for now, it's significant enough that I'm struggling with Lee's proposition. I may have to settle that personal issue before any practical steps will be of help.

How about you?