Courage is one of the most underrated and underdeveloped skills in organizations today. We talk about leadership, communication, innovation, and culture, but none of those truly exist without courage. Courage is what brings them to life. It is the bridge between knowing what should be done and actually doing it.

Most workplaces don’t struggle with a lack of talent or ideas. They struggle with hesitation. People see problems. They have insights. They know what could be better. But fear of conflict, fear of being wrong, fear of standing out, or fear of consequences keeps them quiet. Research shows that nearly 70% of employees withhold ideas, concerns, or feedback because they’re unsure how it will be received. That’s not a performance issue. That’s a courage issue.

Courage creates clarity.
When people feel courageous enough to speak honestly, communication deepens. Conversations become real instead of polite. Issues get addressed earlier instead of festering. Teams stop guessing and start understanding each other. Courage replaces assumption with truth, and truth builds trust.

Courage creates momentum.
Without courage, organizations stall. Decisions get delayed. Innovation slows. Change feels heavy. With courage, movement happens. Leaders make decisions without needing perfect certainty. Teams test ideas, learn quickly, and adapt. Progress replaces perfection.

Courage creates ownership.
When people practice courage, they stop waiting for permission. They take responsibility. They show up differently. They lead from where they are instead of waiting for a title or approval. Courage turns employees into invested contributors.

Courage creates confidence.
Not just individual confidence, but collective confidence. Teams begin to trust their ability to handle challenges, speak openly, and navigate uncertainty. Confidence grows when people see themselves acting bravely, even in small ways.

And courage isn’t a personality trait. It’s a practice.
It’s something that can be built, strengthened, and developed. Like a muscle, if it’s not used, it weakens. When it’s worked consistently, it grows stronger. Courage is not about being fearless. It’s about acting while fear is present and not letting fear make the decisions.

So how do we use courage more intentionally?

First, normalize discomfort.
Growth is uncomfortable. Honest conversations are uncomfortable. Change is uncomfortable. When leaders acknowledge that discomfort is part of progress, people stop seeing it as a sign something is wrong and start seeing it as a sign something meaningful is happening.

Second, start small.
Courage is built in everyday moments:
– Asking the question you’re unsure about
– Sharing an idea before it’s fully polished
– Giving feedback with kindness and honesty
– Admitting when you don’t know
– Trying again after something doesn’t work

These moments compound. Small acts of courage build the confidence for bigger ones.

Third, model it.
Courage grows fastest when it’s seen. When leaders admit mistakes, ask for input, and show vulnerability, they give others permission to do the same. Courage is contagious when it’s practiced openly.

Fourth, reward bravery, not just outcomes.
If organizations only celebrate success, people will avoid risk. When effort, honesty, and initiative are recognized, courage becomes part of the culture instead of something people hide.

Here’s what courage looks like in real life:

It looks like a leader having a hard conversation instead of avoiding it.
It looks like a team questioning a process that no longer serves them.
It looks like someone sharing an idea even if it might fail.
It looks like choosing progress over comfort.

Without courage, organizations stay safe and stagnant.
With courage, they become alive, adaptable, and resilient.

Courage is what transforms culture from something written into something lived.
It’s what turns potential into action.
It’s what makes growth sustainable instead of temporary.

The question isn’t whether courage is needed.
The question is whether organizations are willing to develop it intentionally.

Because when courage becomes a skill that is practiced daily, everything changes.

ABOUT JESSICA:

Jessica has worked with clients such as Scotiabank, NBCUniversal, the Dallas Mavericks, and Fortune’s #2 “Best Company to work for.” As a #1 best-selling author of 13 books, Jessica has been interviewed on NBC for her research and work on the power of Saying Yes.

Jessica hosts Say Yes Retreat Experiences and the Say Yes Club, empowering you to check off your Life List items. When she’s not traveling around for work, she creates Say Yes experiences, while learning about the exciting world of ebikes, so she can carry on real conversations with her CFO, Chief Fun Officer, her 13-year-old son, Blaise, who is also a #1 best-seller author and the youngest published author in the United States.

Get Jessica’s recent book, The Say Yes Experience: Get Out of Your Comfort Zone and into Possibilities at jessicarector.com. Connect with her on LinkedIn by CLICKING HERE.