Written by Elizabeth Congdon, Team and Leadership Coach
Elizabeth Congdon, is a Team & Leadership Coach rooted in Creative Consciousness' Coaching. She guides individuals, teams and organizations to clarify and align their purpose, values and goals. Her work cultivates cultures that ignite growth, unlocking full potential in high performing individuals and teams who consistently achieve impactful results.
Fear is a universal experience that influences our actions and decisions. It is a profoundly human experience, whether it is fear of failure, humiliation, or rejection, like the fear of failing a test, public speaking, or merely sharing your thoughts in a meeting.
In this article, we will explore the transformative power of courage. We'll uncover how fear, when left unchecked, creates invisible barriers that hold us back from reaching our full potential. More importantly, we will learn how to make the invisible visible and confront these fears, transforming them into courage.
This exploration draws inspiration from the work of Eric Kaufman, author of The Four Virtues of a Leader, and Peter Bregman, author of Leading with Emotional Courage. Their insights profoundly influence my work, and I often apply their wisdom in my coaching practices.
What is courage?
Courage is the act of doing something that frightens us despite uncertainty about the outcome. It is distinct from being brave. Bravery involves doing something challenging and complicated that we know is achievable, while courage is stepping into the unknown without certainty of success. Understanding this distinction can give us a new perspective on our actions and decisions.
Consider a leader who recognizes that a long-standing process is hindering delivery. The process is highly valued by senior management and changing it may jeopardize their reputation. Despite the fear of resistance or damaging their reputation, the leader proposes a new process, not knowing if it will be accepted or successful. This is courage.
Contrast this with a team member who volunteers to implement a new solution that has already proven successful elsewhere but is new to the company. The task is challenging but achievable, much like a runner tackling their first marathon. They know it will be tough, but with preparation, it is attainable. This is bravery.
How do you recognize fear?
Fear is not always apparent. So, how do we recognize fear in ourselves or others? How do we know fear is on board? To one end of the scale is avoidance: avoidance of having that difficult conversation with your manager, business partner, or colleague, avoidance of making a decision, and avoidance of task execution. On the total opposite side is anger, like the outburst we associate with a Hulk-like fury. Between these extremes, fear manifests as blame, sarcasm, and micromanagement. Blaming others can be a way to deflect responsibility and protect oneself from perceived threats, while sarcasm may serve as a defense mechanism to mask discomfort, and micromanagement protects a sense of control. Recognizing these signs empowers us to take control and confront our fears.
Understanding fear
Fear is an assumption projected into the future as a possible reality. The acronym F.E.A.R. — False Evidence Appearing Real — captures this well. Fear often feels real, even when it lacks substance and arises when we feel threatened, undermined, or victimized.
Three categories broadly encapsulate fear
Fear of failure. We are wired to fear failure. We fear we will lose control or be powerless. Micromanagement is often disguised as fear of failure.
Fear of rejection. The fear of rejection is another profoundly human experience. We are wired to have a sense of belonging. It is the fear of not being liked, respected, or appreciated. Blame is often disguised as fear of rejection. Whether we're afraid of asking our boss for a promotion or offering an idea for a solution, the fear that they may say "no" often holds us back from evening making the request.
Fear of humiliation. The fear of not being good enough, to be perceived as less than or looking stupid. This fear can prevent us from taking risks or speaking up. Sarcasm is often disguised as fear of humiliation.
What is the impact of fear?
Fear feeds toxicity in relationships and organizational culture. More sarcasm means less respect. More avoidance leads to less transparency. More anger erodes safety and trust. As respect, trust, transparency, and safety diminish, so does engagement—resulting in poor performance, low morale, and a lack of innovation.
Fear acts like a shield to protect oneself. When you pull back, the shield comes up. When you pull back, you withhold your energy, intellect, creativity, power, and respect. Consider this: withholding incapacitates your potential, the team's, and the organization's potential. However, the act of withholding is a choice, albeit mostly subconsciously.
The circular impact on company culture
Fear can create a vicious circle. For instance, when managers fear failure, they may micromanage their team. Micromanagement leads to employees lacking autonomy, reducing their confidence and engagement. The micromanaged employee starts to fear rejection or failure, leading them to hold back on sharing ideas, taking initiative, or requesting support. The manager perceives the employee's reduced performance or lack of proactive engagement as a justification for further micromanagement. This reassertion of control perpetuates the employee's fear and hesitation, reinforcing the cycle. This ongoing loop results in a toxic culture characterized by low morale, mistrust, and reduced innovation, ultimately affecting productivity and employee well-being.
Transforming fear into courage
Understanding the fears of failure, rejection, and humiliation helps us consciously transform them into corresponding forms of courage. This transformation is vital for personal well-being and development and essential for a psychologically safe workplace. By choosing courage over fear, we can unlock the true potential of ourselves, our teams, and our organizations.
Fear of failure to courage to commit
“Unless commitment is made, there are only promises and hopes…but no plans” - Peter Drucker.
Though fear of failure is universal, we can transform it into the courage to commit. By committing fully to a goal, a person, or a project, we give ourselves permission to move forward, step-by-step, moment-by-moment. Commitment requires focus and grit, an intentional focus and persistence to see something through despite uncertainty. It is the power of saying, "I am all in," and when we do, we start to move mountains.
Fear of rejection to courage to care
"People don't care how much you know until they know how much you care" – John C. Maxwell.
We are wired to belong to groups and communities; it is the core of being human. We can transform this fear of rejection into the courage to care. When we authentically connect with others and care for them as human beings, we open the door to intrinsic motivation. People who feel cared for are more likely to contribute fully, and that's when magic happens. Real connection leads to real collaboration, innovation, and engagement.
Fear of humiliation to courage to speak up
"Our lives begin to end the day we become silent about things that matter." - Martin Luther King Jr.
The fear of humiliation can be paralyzing, preventing us from taking risks. However, we can transform it into the courage to speak up. It takes focus, faith, and grit to voice your thoughts when fear tells you to stay silent. When we all start to speak up, we create a culture of openness and learning, where ideas can flourish, and mistakes are growth opportunities.
Courage is a collective practice
"None of us is as smart as all of us" – Ken Blanchard.
Courage is a reciprocal practice; it does not rest solely on the shoulders of leaders. Leaders are not immune to fear; in fact, they often face their own anxieties, such as the fear of failure or the pressure to meet expectations.
A positive cycle is created when leaders, employees, and business partners participate in courage. Leaders show courage by trusting their teams and not micromanaging. In turn, team members take ownership of their work, are transparent, speak up when necessary, and actively participate in problem-solving. As team members exhibit courage, they contribute to a supportive and safe environment where challenges are addressed openly.
This cycle of mutual courage transforms teams into high-value, high-performing units. Leaders and employees can build trust and resilience by supporting each other in facing these fears, ultimately leading to a more engaged and effective team.
The role of intentional focus, grit, and faith
Courage is not a one-time act. Courage builds over time through intentional focus, grit, and faith. Intentional focus means the self-awareness of recognizing the invisible barriers that stand in the way and intentionally choosing to transform them into courage. Grit is what keeps us moving forward when things get tough. Grit is resilience; it involves engaging with the long-term vision for self, team, and organization and commitment to personal, team, and organization goals even when faced with setbacks and difficulties. Faith is a belief in ourselves, our team, and the process; it gives us the confidence to lean into fear and come out stronger on the other side. It encompasses confidence in achieving goals and trust in the team's collective strength.
When we practice these qualities—intentional focus, courage, grit, and faith—we unlock something powerful: the art of being human while still delivering results. We engage better, innovate more freely, and create products and services that not only meet expectations but exceed them. It is not just about what we create; it is about how we create it as a collective.
How do you cultivate courage?
Cultivating courage involves facing your fears head-on. This process encourages us to reflect, feel, and act with intention, creating a culture of mutual support and accountability that inspires collective courage within our teams and workplaces. Here are five steps to cultivate courage.
1. Feel it
The first step is to feel the fear we experience. Notice how it manifests in your body, perhaps through a racing heart, sweaty palms, altered breathing, or tightness in your jaw. These sensations can be uncomfortable; for some, they may be as severe as nausea or stomachache. Take a few deep breaths, focusing on the rise and fall of your chest and stomach, and simply acknowledge these feelings with kindness, no interpretation. Recognizing your feelings with kindness, without analysis, is a significant act of courage. This practice helps you navigate your fears and build resilience over time.
2. Face it
The next step is to face your fears head-on. Don't ignore them; confront what you are feeling. Ask yourself: What is it? Is it fear of failure? Is it fear of humiliation? Is it fear of rejection? When you name it, you tame it. Take a step further and acknowledge the fear, for example: "Hello, fear of humiliation, it makes perfect sense that you are here, given that it is my first time facilitating a strategy workshop."
By doing this, you've already taken two courageous steps:
Feeling when you'd rather ignore and
Facing what you'd rather avoid.
Go to the lion's den
3. Go to the lion's den
Go straight to the lion's den, confronting your fears directly. Start by visualizing the worst-case scenario: what could happen if you step into the "lion's den"? For many, the ultimate fear is death, but realistically, is that outcome likely? If it were, remember that we all face death eventually. What is the worst that could happen? What comes after that? Continue to ask yourself, "What then?" This exercise can help you realize that many of our fears are exaggerated, and the worst-case scenario is often far less threatening than we imagine.
4. Mutual accountability
Transforming fear into courage is a significant behavioral change that requires creating new neural pathways in the brain. According to the principles of neuroplasticity, forming these new pathways typically takes a few weeks of consistent effort. This means developing new habits can be challenging, but having an accountability partner can dramatically enhance the likelihood of successfully adopting courageous behaviors. When team members regularly check in with each other to discuss their courage goals, fears, and progress, it not only helps with behavioral change but also builds an environment of openness and mutual support.
5. Daily check-in
Daily check-in is needed to stay focused with grit and faith, building courage. Reflect on these questions:
What is my body telling me? Scan your body from head to toe. No analyzing, merely noticing any signs of fear or stress.
Who do I need to be? This question encourages self-awareness of your identity and values, which is essential for maintaining intentional focus, grit, and faith.
What am I sustaining? This question prompts reflection on what you actively nurture in your life or work.
Where do I need more discipline and perseverance to diminish breakdowns?
This question invites an honest assessment of areas where you may struggle. Identifying these points encourages grit by highlighting where sustained effort is necessary to overcome challenges and setbacks.
What am I yielding?
Reflecting on your contributions helps build a sense of belonging and trust within your team. It allows you to understand how your actions impact others.
What do I wish for my day, myself, and team?
This question clarifies your aspirations, motivating you and your team to work towards shared goals.
Practical ways to cultivate a culture in the workplace
1. Set courage as a development goal
Make courage an explicit team and personal development goal. Be clear and specific about the business outcome and have a SMART courage development goal. For example, the business outcome could be to grow customer loyalty, and the goal could be for team members to share their ideas and for leaders to ask for ideas explicitly. Recognize and reward acts of courage, helping to normalize fear and encourage growth. Remember, it is the act of courage and not the result of the courageous action that is celebrated.
2. Practice reciprocal accountability
Build a culture where courage is a shared responsibility between leaders and team members. Leaders can role model courage by being transparent about their fears or asking for feedforward on how to practice courage. Team members can show vulnerability by openly conversing with their leaders about their fears and sharing their concerns.
Learn more about the Marshall Goldsmith Stakeholder-Centered Coaching Feedforward technique.
3. Integrate courage into the company culture
Incorporate courage in regular meetings, company and team values, training, and feedback processes to make it a core part of the company culture. Offer workshops on emotional intelligence, mindfulness, and self-awareness and create events for team reflection. Leaders can highlight specific examples of courage during team meetings to keep it relevant to business and team goals.
What will we create together?
As we conclude the exploration of reciprocal courage and its transformative potential, I invite you to reflect on your own experiences with fear and courage. The questions and recommendations posed throughout the article are for action.
The intentional shift from fear to courage transforms the way we work together. When we make fear visible and practice intentional courage, we open the door to better engagement, innovation, and results. We must ask ourselves, "What will we create together?" and "What courageous actions can we take today to create an environment where everyone thrives?"
Together, let's commit to a journey of courage that leads to enhanced engagement, innovation, and results that exceed expectations. Let's transform our workplaces into arenas where fear is acknowledged, and courage thrives, setting the stage for growth and collaboration. Connect with me, your leadership and team development coach, to accelerate the path towards a courageous culture where a safe workplace empowers people to thrive and achieve remarkable results!"
Ready to transform your organization with purpose and clarity? Reach out now to start your journey with Elizabeth Congdon | LinkedIn
Elizabeth Congdon, Team and Leadership Coach
Elizabeth Congdon is a team and leadership coach who brings a unique blend of experiences to her practice. She empowers people to embrace innovative thinking and adaptability. With a foundation in creative consciousness coaching and a background in leading business transformation, digital transformation, and agile ways of working projects for global companies, she excels at guiding individuals, teams, and organizations toward clarity and alignment in their purpose, values, and goals. Elizabeth fosters inclusive cultures that promote courage, confidence, and creative thinking. Her holistic coaching approach ignites team engagement and collaboration, resulting in high-performing teams and individuals.
