Most views of leadership are sub-optimal for the organizations where most types of work get done today. And so it’s time to re-think our view of courage for our modern context.

Pretending to be fearless no matter how good the reasons to be afraid, or acting like a know-it-all no matter how obvious it is that neither you nor anyone else has all the answers, isn’t impressive. Instead, admit when you don’t know things and apologize if you do the wrong thing.

When someone bothers or offends you, it’s natural to say, it’s no big deal and assume the other person had positive intent. But, often, that phrase is used to avoid conflict and is a sign that you should take action. Though speaking up can be difficult, it’s the only way the issue will really get resolved. The best course of action is to schedule a time to talk to the offending party or pull them aside in private. Let time pass, so you’re not emotionally charged.

Jim shares 5 key insights from his new book, Choosing Courage: The Everyday Guide to Being Brave at Work

Speaking up about wrongdoing or incompetence can be scary, but you'll regret it if you don't, says this business school professor.

When you’re in the middle of a difficult conversation, it’s common to focus solely on yourself: your ideas, your viewpoint, your feelings. But a “me-centric” approach can backfire. To achieve your goal, you need to think beyond yourself. While crafting your message, you must keep the other person’s feelings and opinions in mind, too.

Having just published a book called “Choosing Courage” (HBR Press, 2021), you’d think I’d be in favor of encouraging courage within an organization. Certainly, I’m all for more courageous action when it’s ourselves we’re talking about. We all have just one shot at being our best selves and making our greatest possible mark on the world through our work.