Chief Learning Officer - November 2007 - (Page 53)

know what that means: ‘I’m inflexible, not open to new ideas and not open to change.’ For me, that response means it’s going to be an uphill battle.” Jim knows the battle can be won but not without enormous effort (“These people have drawn a line while I am trying to create a different approach”), and his philosophy requires that he insert the courage of his convictions and values and stay the course. Noticing the first red flag presents a challenging situation because we want to believe the best: We can work with pretty much anyone. “The steps from initial resistance to showing someone the door are many and vary with each situation,” Jim said. “Over the years, I have had to dismiss only a few employees while having many more resign rather than adjust to change.” Where do you draw the line when you detect a red flag? Based on Jim’s assessment, should he coach the people to accept the changes or prepare them for their exit? “When people show who they are, why not believe them the first time?” he said. First red flag warnings are everywhere — people cannot stop showing you who they are. How does courage leadership play a role? It’s not about ratting out co-workers but about one critical point most employees lose sight of: The focus of any organization or team must be to attain results ethically. Power plays are out. Ego is out. Holding people 100 percent accountable for results is the ultimate endgame. Promoting courage leadership represents an intentional business strategy. What intentionality is represented in your organization? The Five Levels of Courage Consciousness What Step Are You On? CLASSIC COMMENTS STEPS BEHAVIORAL MANIFESTATIONS “I don’t stay very long anymore in situations that don’t make me happy. Life is too short, and denial causes me unnecessary suffering.” “Absolutely, I have courage. Every time I follow my heart, I am being true to myself. When I die, I don’t want to be filled with regrets.” 5 Aware Recognizing when you get stuck, drawing from your acknowledged reservoir of courage and taking ownership. Holding yourself 100 percent accountable and editing your actions. Dismantling old behaviors (scripts). Inviting new possibilities, embracing a simpler life. Finding joy in the present (not living in the past). Modeling courage, encouraging others. “I failed to speak up at that last staff meeting, but I won’t do that again.” “I never thought of myself having courage, but I recognize it in other people. Maybe I have been courageous.” “I notice when I fall back into my old ways.” 4 Observant Embracing the nuances of courage, digging deeper. Taking action to confront yourself and declare a courageous intention. Feeling dispirited but saying “Enough!” Beginning to awaken your courage and identify your actions as significant to your destiny. Allowing yourself to claim your courage and accepting that your life will change. “I know I’ve been complaining a long time about this matter, but I’m busy.” “I will step up and face this situation as soon as I …” “I tend to get comfortable and have a hard time with change.” “I know I am unhappy, but I am the breadwinner. I do what I have to do.” “It’s hard to change, but I know I should. I keep trying.” 3 Unavailable Relying on myriad reasons to avoid taking action (until forced to by illness, job loss, etc.). Putting reality on hold and hiding. Placing more importance on your job than your own life. Facing your life and sensing the times you sold your soul. Final Outcome The keystone to long-term business success is the ability to design, implement and sustain a legacy that transcends generations. Once the CLO realizes there is a direct correlation between your success quotient and your courage quotient, all you have to do is to declare your courageous intentions and then act on them. Are you willing to stop splitting hairs and unleash the courage in your workplace? Sandra Ford Walston is a learning consultant, speaker, corporate trainer and courage coach. She is the author of the book “Courage: The Heart and Spirit of Every Woman,” as well as the forthcoming “Courage Goes to Work.” She can be reached at editor@clomedia.com. 2 Excusing Staying stuck in pre-scripted dramas. Identifying with the attachments to your scripts. Recognizing the same repeating stories but staying stuck on the same step. Being unwilling to embrace discipline. “I never think of myself as courageous, nor would I describe myself as such.” “I’m no ‘hero.’” “I don’t give much thought to the word.” 1 Unaware Living in denial and/or blame (denial is saying “no” to courage). Feeling that you’ve never done anything courageous. Failing to associate with this virtue. Avoiding unpleasant truths.

Table of Contents Feed for the Digital Edition of Chief Learning Officer - November 2007

Chief Learning Officer - November 2007 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Rediscovering the Essence of Learning Cornell University Maintains Productivity While Pursuing Higher Education CLO Profile How Loyalty and Employee Engagement Add Up to Corporate Profits A Strategic Foundation The Evolution of the LMS Ariba: Growing Sales Skills in Conjunction with LMS Technology Leveraging Change to Build Productivity Equinox Fitness: Leveraging Change to Build Productivity Tangibles or Intangibles: Where’s Your Value? Raising the Stakes: The Strategic Role of the CLO Case Study Business Intelligence Case Study Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - November 2007

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