In this article from the Harvard Business Review, James R. Detert talks of his research on workplace courage. He believes it is possible for individuals to speak up and create positive change while not suffering negative consequences within the organization. He gives four behaviors that people can adopt to be “competently courageous” and more successful in creating change:
1. “Laying the Groundwork”
Take the time to establish your competence and commitment in the organization. Learning to stand on your own while also supporting and trusting others can create a ‘stock of goodwill,’ which Detert believes can be cashed in when challenging norms or higher authority.
2. “Choosing Your Battles”
Consider the overall importance and timing before deciding to step up (And don’t let your emotions take control). Think about what you want to accomplish- will this battle now help or hurt winning the war? Be observant of what’s happening around you. If it doesn’t seem like the right time or you don’t have enough support, it’s okay to wait.
3. “Persuading in the Moment”
The time will come for you to speak up. Detert’s research shows three common focuses for this time: making your presentation relatable to the audience and their values, using your data effectively, and managing the emotions in the room.
4. “Following Up”
Following up with the people involved after taking action, whether you’re successful or not, increases your ‘competent courage.’ As heard before, managing workplace relationships is often vital to an organization’s success.
In addition to these principles, I really like how Detert explains that 'competently courageous' behaviors can be learned. Including this point leaves the reader with a feeling of comfort and hopefulness in what’s possible.
One of the smaller things that caught my attention was the importance of remaining strong in your values. Detert believes by having a greater understanding of yourself and what you're capable of, whether or not you do spark a change in your organization, you'll have a stronger belief and purpose in your actions. With this comes a smarter approach to situations in the future and a higher willingness to learn from actions rather than regret them.
Just as individuals have trouble speaking up for change in the workplace, others having trouble selling to upper management their ideas such as new products, processes, and customers to pursue. This article gives seven tactics similar to the behaviors here that can help employees in this situation.
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