<\/p>\n\n\n\n
by Peter Bregman<\/p>\n\n\n\n
Brad was leading a difficult turnaround of his company and had decided to fire his head of sales, who was a nice guy but wasn\u2019t performing.<\/p>\n\n\n\n
Three months later, he still hadn\u2019t fired him.<\/p>\n\n\n\n
I asked him why. His answer? \u201cI\u2019m a wimp!\u201d<\/p>\n\n\n\n
Brad (not his real name \u2014 I\u2019ve changed some details to protect people\u2019s privacy) is the CEO of a financial services firm and is most definitely not a wimp. He\u2019s a normal human, just like you and me. And he\u2019s struggling to follow through on an important, strategic decision. Just like, at times, you and I do.<\/p>\n\n\n\n
No matter your age, your role, your position, your title, your profession, or your status, to get your most important work done, you have to have hard conversations, create accountability, and inspire action.<\/p>\n\n\n\n
In order to do that, you need to show up powerfully and magnetically in a way that attracts people to trust you, follow you, and commit to putting 100% of their effort into a larger purpose, something bigger than all of you. You need to care about others and connect with them in such a way that they feel your care. You need to speak persuasively \u2014 in a way that\u2019s clear, direct, and honest and that reflects your care \u2014 while listening with openness, compassion, and love. Even when being challenged.<\/p>\n\n\n\n
And, of course, you need to follow through quickly and effectively.<\/p>\n\n\n\n
In 25 years of working with leaders to do all the above, I have found a pattern that I share in my new book, Leading with Emotional Courage, consisting of four essential elements that all great leaders rely on to rally people to accomplish what\u2019s important to them. To lead effectively \u2014 really, to live effectively \u2014 you must be confident in yourself, connected to others, committed to purpose, and emotionally courageous.<\/p>\n\n\n\n
Most of us are great at only one of the four. Maybe two. But to be a powerful presence \u2014 to inspire action \u2014 you need to excel at all four simultaneously.<\/p>\n\n\n\n
If you\u2019re confident in yourself but disconnected from others, everything will be about you and you\u2019ll alienate the people around you. If you\u2019re connected to others but lack confidence in yourself, you will betray your own needs and perspectives in order to please everyone else. If you\u2019re not committed to a purpose, something bigger than yourself and others, you\u2019ll flounder, losing the respect of those around you as you act aimlessly, failing to make an impact on what matters most. And if you fail to act powerfully, decisively, and boldly \u2014 with emotional courage \u2014 your ideas will remain idle thoughts and your goals will remain unfulfilled fantasies.<\/p>\n\n\n\n
Let\u2019s apply this to Brad and identify precisely where and how he was getting stuck.<\/p>\n\n\n\n
Confident in yourself.<\/strong> Brad struggled with this element, which might feel surprising since he was so successful in his career. But this is not uncommon. He worked tremendously hard, but it came from some degree of insecurity \u2014 he wanted to prove himself and please those around him. He became unnerved in the face of potential failure and was not particularly gentle or compassionate with himself when he did fail. He did have important strengths in this element: He saw the person he wanted to become and he worked toward that future, putting aside distractions and investing his energy wisely and strategically.<\/p>\n\n\n\n Connected to others.<\/strong> This was Brad\u2019s greatest strength. He was well-loved and always took great care of his team. People clearly knew and felt that he trusted them, even when he disagreed with them. They appreciated his curiosity \u2014 about people and problems \u2014 and were grateful that he did not draw quick conclusions about them. All that said, even in this element, he had room to grow: He was not always direct with people and tended to procrastinate on difficult conversations.<\/p>\n\n\n\n Committed to purpose.<\/strong> This was a mixed element for Brad. On the one hand, Brad was clear about what needed to get done to grow the firm, he engaged people in the early stages of work, and he was open and willing to ask for help. On the other hand, he was somewhat scattered. He wasn\u2019t clear enough about the small number of things that would move the needle, and he didn\u2019t have a reliable process for staying focused on the most important things, ensuring accountability and driving follow-through. Not firing his head of sales sent a mixed message to his team \u2014 was he really serious about the firm\u2019s success?<\/p>\n\n\n\n Emotionally courageous<\/strong>. Brad had room to grow here, and it turned out to be an important element for growing his strength in the other three elements. Risks, by definition, make us feel vulnerable, and Brad avoided that feeling. He resisted the unknown and intentionally avoided uncomfortable situations. This made it hard for him to tell people hard truths and make hard decisions quickly, which stalled his actions.<\/p>\n\n\n\n So Brad\u2019s strongest element was \u201cconnected to others,\u201d followed by \u201ccommitted to purpose.\u201d He was weaker in \u201cconfident in yourself\u201d and \u201cemotionally courageous.\u201d<\/p>\n\n\n\n Which puts his challenge in perspective: His connection to his head of sales was at war with his commitment to the success of his team and company. Meanwhile, his confidence in himself and his emotional courage weren\u2019t strong enough to break the tie. That\u2019s a recipe for inaction and painful frustration.<\/p>\n\n\n\n Just knowing what was happening helped him immediately. We spent some time strengthening his emotional courage by taking small risks while feeling the emotions he had been trying to keep at bay. Each time he followed through, regardless of whether he succeeded, he obviously survived and also felt the accomplishment of addressing the risk itself. Which, of course, built his confidence. Which helped him take bigger risks.<\/p>\n\n\n\n In a short time, he felt prepared (even though he may never have felt \u201cready\u201d) to follow through on what he had known he needed to do for the past three months. With his natural care, compassion, and humanity, he fired his head of sales (who, by the way, and unsurprisingly, knew it was coming and said he felt \u201crelieved\u201d).<\/p>\n\n\n\n Brad was extremely uncomfortable going into the conversation \u2014 that\u2019s almost always the feeling you\u2019ll have when you do anything that requires emotional courage.<\/p>\n\n\n\n But using emotional courage builds your emotional courage. Brad emerged from the conversation stronger in all four elements: He was more confident in himself, more connected to his team (and even, believe it or not, his head of sales), more committed to purpose, and more emotionally courageous.<\/p>\n\n\n\n Peter Bregman is the CEO of Bregman Partners, an executive coaching company that helps successful people become exceptional leaders and stellar human beings. Best-selling author of 18 Minutes, and Leading with Emotional Courage, his most recent book is You Can Change Other People. <\/em><\/p>\n","protected":false},"excerpt":{"rendered":" by Peter Bregman Brad was leading a difficult turnaround of his company and had decided to fire his head of sales, who was a nice guy but wasn\u2019t performing. 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