Page 167 - Everything I Know About Business I Learned

Courage

After establishing this initial dialogue to build trust, I let him know
that as both his friend and his boss I had an obligation to tell him
things that perhaps no one else would. After that lead-in, I told
him that, although he might not realize it, many were offended
by his body odor. Maybe he could add extra bathing times or a
better deodorant, I suggested. After expressing some shock ini-
tially, then moving to embarrassment, he was heartfelt in his
appreciation that I told him. He took care of the situation. I
learned a lot about developing your staff around you, and how
honesty and being forthright with people is always the best way.
As author Bob Wall states in “Being Smart Only Takes You
So Far,” an article published in the June 2007 issue of Training
and Development: “Leaders must also develop the courage to
have difficult conversations. I’ve often heard employees com-
plain that management fails to intervene when some are not per-
forming well. This leads them to conclude that their managers
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don’t notice poor performance or, worse yet, that they notice
but don’t care.” I can’t tell you how many conversations I have
had with individuals who are distraught over the thought of a
difficult conversation with one of their staff. I always try to
remind them that as a leader it is your responsibility to coach
your people, and you cannot do that without frank, honest, and
insightful feedback. You must be committed to this and take
action no matter how uncomfortable it may feel.

Lesson Learned
A true leader is able to be honest with his or her group and is
strong enough to say what others might not. Your primary role
as a leader is to develop your staff. It takes courage to make
the right calls . . . and if you don’t give honest feedback, then
who will?