Courageous leadership with heart

I have been leading teams in the digital transformation environment for 30 years. This has prepared me for today’s working reality in a complex and constantly changing world. Long-term planning cycles, complex coordination processes and stable task descriptions are becoming less and less important and traditional leadership models are reaching their limits.

In this context, quick and therefore courageous decisions are required. At the same time, employees need direction and become all the more committed and productive the more they can contribute. I am happy to highlight the quintessence of my own learning journey as a manager and describe the key aspects of courageous and empathetic leadership: providing direction, creating a supportive environment and leading yourself.

The interplay of vision and values

Courageous leadership means having a clear vision and communicating it. A good vision provides orientation and shows which values play a role. It not only provides direction, but also inspires and motivates members to pursue a common goal. A well-formulated vision helps to promote focus and commitment by showing team members why their work is important and how it contributes to the bigger picture. When everyone on the team has a clear understanding of where the journey is going, it can improve collaboration and facilitate decision-making.

But in my experience, a vision alone is not enough. Its effectiveness is increased if it reflects the values of the team and the organisation. Values are the basic principles that guide the behaviour and culture within the team. They serve as a moral compass and help to define the way in which objectives are to be achieved. When a vision integrates the team’s values, it creates a deeper level of identification and commitment. This strengthens trust and co-operation, as team members can be sure that their efforts are taking place within an ethical and supportive framework.

In my current team, the vision is:

“We build bridges for a just, fair and inclusive digital transformation worldwide. In doing so, we strengthen international cooperation, global and local networks and ultimately democracy.”

This sets the direction and key values in our worldwide global development cooperation project and gives plenty of scope for a wide variety of solutions, ranging from AI applications and the provision of DPI to improving the working conditions of GigEconomy workers.

Overall, a vision that includes both clear goals and underlying values is a powerful tool for modern leaders to create an engaged, empowered and collaborative team.

Creating a favourable environment with courage

Creating an environment in which employees and partners can grow and develop is crucial for the long-term success of a team. When people feel that their personal and professional goals are supported, their motivation, performance and loyalty increase. Such an environment not only fosters individual skills, but also strengthens the entire team by establishing a culture of continuous improvement and innovation. And only those who are willing to change can quickly adapt to a changing environment. So this is exactly the prerequisite for success in these times of polycrises.

Within the teams, it is important to recognise the strengths and competencies of each individual and to apply ideas in an agile environment. Jointly evaluating and continuously adapting approaches is a sign of courageous leadership. This requires the courage and openness to give and accept feedback clearly and appreciatively. Only in this way can teams grow and be successful.

Effective promotion and development can be achieved in various ways. Managers should provide regular feedback and discuss development goals with their employees. Training, workshops and mentoring programmes are also important tools for expanding the knowledge and skills of team members.

Empathy plays a central role here: by recognising and appreciating the individual needs and potential of their employees, managers can offer tailored support. Heart and empathy create a trusting environment in which people feel safe to take on new challenges and view mistakes as learning opportunities.

I have experienced many feedback sessions from employees to managers. In both roles. And one very clear observation is that only managers who courageously and authentically invite feedback manage to establish an open and appreciative feedback culture through their exemplary behaviour. I can only wish all managers the courage to do this. It is worth it.

Courageous leadership is based on self-leadership

An often neglected but essential aspect of courageous leadership is self-leadership. Anyone who wants to lead courageously must be willing to grow and develop continuously. Just as children grow physically in their sleep, managers also need times of rest in order to grow inwardly.

A manager who can lead themselves well serves as a role model and creates trust among their employees. Self-management means being aware of your own strengths and weaknesses, setting clear goals and taking proactive measures to achieve these goals. This also includes the ability to motivate oneself, manage time effectively and cope with stress.

A personal anecdote illustrates this: A few weeks ago, I received an email from a valued colleague who made suggestions for improvement. I was stressed and initially perceived the email as an attack and wanted to respond accordingly. When I read the message again a week later, I recognised that it was written in a friendly and constructive way. This experience taught me how important it is to take time to relax and not work around the clock.

Courageous leadership also means being clear and loving towards yourself. It requires the courage to admit your own mistakes, to sometimes leave tasks unanswered and to take breaks. This is crucial in order to remain successful and healthy in the long term.

Important aspects of self-management are self-reflection and continuous learning. Managers should regularly reflect on their own performance and behaviour and be open to feedback. This enables them to constantly improve their leadership skills and adapt to new challenges. It is equally important to find a balance between work and private life in order to remain productive and healthy in the long term.

A practical example of good self-management is keeping a diary of observations in which managers regularly note their successes, challenges and learning points. This not only helps with self-reflection, but also with planning future steps.

Especially for a manager who often receives little appreciative feedback, I find it important to find a good balance between self-criticism and self-praise.

Conclusion

Each of us leads in some way – be it in a professional context or in our personal lives. Courageous leadership requires courage that comes from the heart. In a complex, fast-changing world, my experience is that we can only achieve goals if we combine our passion, knowledge and courage with compassion and heart. This is the essence of courageous leadership. And the basis for success in unstable times.

Notes:

Good leadership includes other aspects such as resolving conflicts, team development, improving processes, developing your unit and, most importantly, managing yourself. If you are interested in these topics, we recommend the German-language book Modern Leading – Methoden sind Nebensache by Dr Eric Heinen-Konschak.

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Dr Eric Heinen-Konschak has published two more articles in the t2informatik Blog:

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