Managerial courage, a key skill of today's leadership

On 15 May 2025, to mark the 25th anniversary of Valeur Plus, we brought together 70 executives, HR professionals and managers around a theme rarely addressed head-on, yet ever-present in working life: managerial courage.

On the agenda: an in-depth conference, a round table with committed people from the field, and a participatory workshop to test convictions against reality. It was a rich occasion, marked by authentic, inspiring and constructive exchanges.

What exactly is managerial courage?

Managerial courage is a leader's ability to face uncomfortable situations with clarity, lucidity and integrity, ​taking actions aligned with their values, even at the risk of displeasing others.

Managerial courage is not just about making difficult decisions; it is embodied in concrete everyday actions, often uncomfortable but necessary. It is expressed, for example, when a manager addresses the behaviour of a high-performing employee whose conduct harms the team atmosphere. Standing behind an unpopular decision by relaying it with conviction, rather than watering it down or distancing oneself from it, is another sign of courage. As is defending the interests of one's team in the face of senior management, when a fundamental disagreement arises.

Can you learn to be a courageous manager?

Managerial courage is practised, strengthened and structured – and above all, it is embodied. At Valeur Plus, we consider that courage is not a gift reserved for a few exceptional personalities. It is a skill, one that requires effort, lucidity and a supportive environment.

It is not a matter of acting impulsively or confrontationally, but of developing the ability to face delicate situations with sound judgement and responsibility. This involves working on oneself: better managing one's emotions, clarifying one's values, strengthening one's posture, learning to set a framework and to stick to it.

You become a more courageous manager by practising saying things honestly, by making decisions when necessary, but also by listening without shying away from tensions. Our training, coaching and assessment schemes are designed precisely to help managers become aware of their potential for courage, to mobilise it, and to translate it into action.

What prevents managers from being courageous and how can these barriers be removed?

Managers do not lack the desire, but they come up against real obstacles. Organisational obstacles are the first to appear. A lack of time or resources leaves little room for stepping back, analysis or quality dialogue. To this are often added poorly defined roles or a lack of support from senior management. To these organisational barriers are added personal ones. Fear of conflict, of making mistakes, of judgement. Fear of damaging a relationship, or of not knowing how to go about it. The result: decisions are postponed, tensions avoided, and unspoken issues take hold.

At Valeur Plus, we believe it is possible to act on all of these levers. On the organisations' side, this means giving managers security: providing them with a framework, clarifying their responsibilities, naming expectations, actively supporting their courageous decisions – even when these are imperfect. It also requires establishing a culture of the right to make mistakes and of feedback. On the individuals' side, we support managers in getting to know themselves better, in identifying their drivers as well as their barriers, in strengthening their posture, and in acquiring concrete reference points for making decisions, setting a framework, managing a tension or addressing behaviour without damaging the relationship.

Because courage is not the absence of fear. It is the ability to act in spite of it – provided one has solid points of support, both personal and organisational

How do you demonstrate managerial courage?

We are convinced that managerial courage is not simply about "daring to say things". It is a process that is built before, during and after the action. A courageous act is not limited to a powerful statement or an unpopular decision: it is prepared with rigour, conveyed with tact and upheld over time.

1. Clarifying the intention

   Every courageous act begins with stepping back. Faced with a tense or unfair situation, it is good to ask yourself "Why do I want to intervene? What am I trying to defend or protect?". This moment of clarity makes it possible to move beyond uncertainty, to identify the real issue, and to act for the right reasons.

   
   

   Take the example of an HR manager who notices that an employee, although commercially high-performing, has for several months been adopting toxic behaviour towards their colleagues. She knows that this employee is protected by senior management. Acting means risking a clash with her hierarchy. Not acting means unwittingly condoning the injustice experienced by the team. She finds herself facing an inner tension. And this is where courage begins: at the moment when she asks herself, in good conscience, "What is right here, and what am I prepared to defend?"

   
   
   
   

2. Preparing and structuring your message

   Once the intention has been clarified, comes the time for preparation. Courage cannot be improvised. A manager who acts out of emotion or exhaustion risks generating more tension than clarity. The preparation phase is therefore crucial: it is about structuring your message, anticipating reactions, and grounding yourself in your personal resources.

   
   

   The RIBA method (Reasons, Impacts, Benefits, Actions) is an excellent reference point. It makes it possible to formulate a decision or a piece of feedback in a structured way, beginning by explaining why you are acting, what this implies for the team or the organisation, what each person stands to gain, and finally, what you concretely expect. This clarity avoids getting lost in defensive justifications, and provides an understandable direction, even when dealing with sensitive subjects.

   
   

3. Taking action: saying things with clarity, firmness and respect

   When the moment to act arrives, the substance of the message matters as much as the way it is conveyed. It is in the ability to adopt assertive communication that courage is fully embodied. A calm voice, a grounded body, a direct but caring gaze send signals of solidity.

   
   

   Taking on your role also means avoiding phrases that soften the message or apologise in advance. Simply saying "I know that what I am about to tell you is not easy to hear, and yet it is important that you hear it" sets a clear framework, while retaining a form of consideration. Naming things with tact and clarity is another form of respect. It is not about being abrupt or cutting, but about being genuine. Avoiding hesitant or vague phrasing makes it possible to send a signal of stability. And when an emotion arises, it is better to remain present, to acknowledge it without justifying yourself, and to give the other person the space to react.

   
   

4. Taking responsibility for the consequences

   A courageous managerial act continues in the days that follow. It is about holding the line, about not going back on the decision if it is firm. But this does not mean abandoning the relationship. On the contrary, it is about opening up a space for dialogue, offering feedback once things have cooled, and showing that you remain available and ready to listen. And above all, about being consistent in your actions: continuing to apply the framework you have set, valuing progress, supporting autonomy.

   
   

Managerial courage is not reserved for an elite. It is not a question of personality, but of posture. It is not a moral quality, but a skill. It can be learned, developed and practised. At Valeur Plus, we help managers make this courage possible. Not to turn them into superheroes, but to enable them to carry out their role with sound judgement, clarity and consistency.

Produced by Cassandra Kunkel, marketing and training projects manager