![]() ![]() It also requires development development on how to communicate and share bravery in a way that is inclusive, non-confrontational and constructive. But do these systems constrain our people and inhibit us from being brave and operating within a culture of courage.īeing brave isn’t necessarily easy – it takes risk and courage to stand up for what is important or what you believe in. We set up processes, rules of engagement, operating systems and benchmark measurements which allow us to better manage and measure our people and our outcomes. I don’t even think that being brave is a new requirement for business and that it is a skill that hasn’t been necessary in the past I think if you look for examples of innovation, business success or influential leaders over the last 100 years you will find elements, or proof, of bravery in them all.īut perhaps in the way most businesses have become more “digitised” and operating platforms firmly embedded into the way we do business to avoid becoming influenced by a ‘tick box system mentality’ we need to create working environments that are open to change, reflection and improvement. ![]() ![]() In a dictionary context brave means “to possess or exhibit courage or courageous endurance” and I think that this definition strongly applies to the business environment we all operate and work in. Trust me, I am not having a Mel Gibson/Braveheart moment, but reflecting today on a series of meetings and conversations I have had over the last two weeks, it strikes me that a pivotal part of leadership and business operations is an element of being brave. ![]()
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