by Michelle Cummings

Most leaders don’t set out to avoid hard conversations. But when tension rises, it’s easy to sidestep the uncomfortable. Maybe we convince ourselves it’s not the right time. Maybe we worry about how someone will react. Or maybe we hope the issue will just fade on its own. But the truth is, avoidance is a choice – and it has a cost.

Every delayed decision, unspoken truth, or postponed conversation creates residue. What feels like short-term peace often leads to long-term strain. The small misalignment becomes a bigger disconnect. The minor performance issue becomes a culture problem. What we avoid doesn’t disappear. It compounds.

Managerial courage is not about being brash or confrontational. It’s about being honest, grounded, and willing to step into discomfort for the sake of growth. It means naming what needs to be said, even when your voice shakes. It means making decisions that serve the whole – even when they are unpopular or hard to explain.

When leaders demonstrate courage, they give others permission to do the same. They normalize accountability, transparency, and forward momentum. Teams learn that challenge is not conflict. It’s clarity. And clarity – delivered with care – moves everyone forward.

Of course, courage takes practice. It starts with recognizing avoidance and asking: What am I protecting? What am I postponing? What might get worse if I stay silent? The more leaders ask these questions, the more often they choose to lead into discomfort instead of away from it.

The Spine Module in our Core Program is designed to build this kind of strength. It helps leaders face resistance, stand firm in values, and speak truth with clarity and care.