TI: can you draw a link between managerial courage and the entrepreneurial mindset?
FG: I believe there’s a strong correlation between managerial courage and having an entrepreneurial spirit. Both necessitate being extremely curious and questioning everything. I’ve always maintained that, for instance, in the hospitality sector – although this applies anywhere else in fact – any newly appointed general manager (GM) should spend their first three months reviewing all internal processes and procedures, in order to – of course – discover the environment, and learn, but also to challenge, and to root out bad and inefficient practices.
I accept that if your hotel is part of a larger chain there will be established standards and processes; but even then, a courageous GM should feel able to go back to the top management and put into question an existing procedure. That’s how entrepreneurs do things – questioning the status quo and finding new solutions. Being brave in raising concerns with management, even if it may create tension is key provided that you present clear and factual arguments, explaining the potential consequences of the decision and proposing alternatives that actually may considerably positively impact the workplace.
Within a hotel or retail organization, this can also mean giving staff freedom with accountability. In guest service scenarios it shouldn’t always be necessary for the staff member to have to escalate a decision to his or her manager. Giving them responsibility makes them grow in the eyes of the guest.
TI: Can managerial courage be learned?
FG: This is a key question, and happily my answer would be ‘yes’, it probably can. I think the best way it can be learned is through role modeling – both good and bad. If I think back throughout my own career, I can recall situations where I would have loved to have had my boss being courageous and support my – or others’ – visions or ideas.
Sometimes a boss is more interested in protecting himself; and in that environment you’d have to question the corporate culture, and whether it provides scope for managerial courage and might even be holding back growth for the company!
In terms of developing one’s own managerial courage, I would say the first step is to be super-transparent. Nothing should be hidden, as this will inspire more confidence among your colleagues. From there, I cannot really say there is specific training you could do to develop this attribute. It comes down to being yourself, and not having the fear of saying something as long as you know you are doing it honestly and accurately. But also to have the courage to admit when you’ve been wrong about something and to take ownership of that.
I would never wish to sit here and claim that managerial courage is a behavior that can simply be adopted as easily as trying on a new suit. It isn’t and we all need to be humble and just admit we learn every day.
TI: Any final points on this topic Fabrice?
FG: Well… in the end, managerial courage is essential to create a healthy, high-performing and fair environment in both work and life. It builds trust, encourages innovation, and helps achieve sustainable results, not to mention a more respectful and trustworthy world.
About the author
Fabrice Gautron is a global executive and decisive Managing Director who brings a multicultural, inclusive, and agile mindset having worked in Europe, AsiaPac, US, and the Middle East.
He is passionate about revitalizing well-known luxury retail or hospitality related brands, rejuvenating customer experience, reaching new countries and channels, re-engaging partners and talents, and driving long-term success with always very tangible bottom-line results.
He has delivered multiple scale-ups and profitable growth accelerations both in public and PE-owned companies, several times after having implemented first a brand turnaround or repositioning. For now, Fabrice works as a senior advisor and consultant, mainly in the luxury, retail and hospitality sectors.
Fabrice holds a degree in Business and International Finance, is an Advanced Management Program Alumni from Harvard Business School, and a passionate high altitude mountain trekker.
Photo credits
Main image: Michael Dziedzic on Unsplash
Jumping Photo: The Chaffins on Unsplash
Nepal hiking: Westend61/Getty
