If that sounds over-the-top—admittedly, Reynolds served in
the Marine Corps and competed in rodeo bull-riding through age
fifty-four—think about not only such physical occasions for fear
but also the necessity of dealing with it. In all the ordinary
demands of leadership, fear emerges, and we can either make it
a catalyst or a culprit leading to subtle cowardice.
Brace Yourself—And Take Action
It takes courage to face brutal facts. To require accountability.
To deal wisely and decisively with a failing employee. To quit a job
that violates our integrity. It takes courage and tenacity to year after
year confront our own temptations and weaknesses and to con-
stantly shear off what limits us. In short, it takes courage to lead.
One major way we siphon off courage is by avoiding the con-
flicts we dread.
Linus and Charlie Brown know about this. As they discuss
how to deal with their difficulties, Linus tells Charlie Brown that
he has a definite philosophy: “No problem is so big or complicated
that it can’t be run away from.”
We may smile at that, but our emotions kick in, and we often
feel just the way Linus does.
The key, whether it’s facing a life-threatening event or a
speaking engagement, is to confront what we feel. Colin Powell’s
leadership rule number 12 is “Don’t
take counsel of your fears... .” Eleanor
Roosevelt advised, “Look fear in the
face... you gain strength, courage, and
confidence... you must do the thing
you think you cannot do.”
Life is full of fearsome things, and the requirements of lead-
ership increase our risk. Courage comes when we swallow our
fears, sensing within how much our response changes every-
thing—even when the worst happens.
“Mishaps are like knives,” Herman Melville wrote, “that either
serve us or cut us, as we grasp them by the blade or the handle.”
We may wince as we think of firmly grasping a knife by the blade.
The Leadership Secrets of Billy GrahamAvoiding danger is no safer in
the long run than outright
exposure. Life is either a
daring adventure or nothing.
HELEN KELLER