In this fortnightly series, Alison Glynn-Baker discusses some key concepts in Mandy Holloway’s book, ‘Inspiring Courageous Leaders’. She also poses some provocative questions. We invite you to provide your opinion and join the discussion.
Never, “for the sake of peace and quiet,” deny your own experience or convictions.
– Dag Hammarskjold (1905-1961), United Nations Secretary-General and posthumous recipient of a Nobel Peace Prize
When Dag Hammarskjold died in a plane crash at the age of 56, he had, in his role as United Nations Secretary-General, tackled some of the toughest international issues of his time. These included Arab-Israeli Relations, the Suez Crisis and the Congo Crisis. 
Once you’ve established the confidence that your leadership mastery empowers you to make the right choices, you need conviction in your leadership mastery.
What is conviction? Mandy defines it in her book as a “deep-seated belief that certain choices are right for you”. These can be choices about how you integrate your authentic self with your work. How you lead. But without passion, your conviction will waver as soon as you think your choice is unpopular. How far will you go to stand your ground? Will you accept the consequences?
Acting without conviction has its advantages, of course. It’s easier to get on with your day job if you’re not spending energy defending your ground. You may be better-liked in the short-term, by your peers, but not necessarily by those you lead. You may, initially, be the “right sort” of leader for a market or company obsessed with the bottom-line.
Two unsettling things may happen, though, if you act without conviction:
1. Guilt. Female leaders in particular feel torn between advancing professionally and bringing up their children, and Mandy talks about her own experience. There is no right answer, but unless, as a leader, you may make a decision which absolutely feels right for you, you could spend your career either blaming your employer (or, worse, yourself) or feeling defensive.
2. Wondering what might have been. Mandy and I have met some very senior leaders who seem almost wistful about the choices they have made:
“It’s a real pity, I always wanted to travel. But straight out of university, I took this job, and I’ve been here 20 years.”
“I’m sorry – our organisation just isn’t ready for you.”
Dag Hammarskjold was strongly opposed by a number of leaders for the UN’s policy in the Congo. Among these was John F Kennedy, who then went on to say, after Hammarskjold’s death, “I realise now that in comparison to him, I am a small man. He was the greatest statesman of our century.”
It’s worth considering what might be lost if you don’t act on your convictions. Think about what you can achieve if you do.
What’s wrong with corporate “peace and quiet”? This is your chance to have your say.
Don’t have a copy of Inspiring Courageous Leaders? Buy it now
About Alison Glynn-Baker: Alison Glynn-Baker has 15 years’ experience in professional services marketing, business development and operations. Through her own consultancy, she has combined her two passions – training and writing – to help clients improve performance both personally and in business.
