1. Leading difficult conversations 

Whether addressing a performance issue, resolving a conflict or expressing a disagreement, a manager needs to know how to approach these situations with tact and firmness . These moments are often stressful and dreaded, yet they are essential to maintaining a committed, high-performance team.

Example:
Imagine that a member of your team is not meeting project delivery deadlines. As a manager, you are responsible for addressing this problem and ensuring that the situation does not continue to impact on team collaboration and performance, among other things. To this end, you can organize a one-to-one meeting with the employee concerned to discuss the matter in a transparent and professional manner.

Our practical tips for preparing for a difficult conversation:

• Prepare your messages: before starting the conversation, take the time to structure your message. Avoid leaving any grey areas or ambiguities in your words. Clearly write the first two or three sentences, which directly explain the subject of the discussion. 

• Identify blind spots: prepare yourself for possible unexpected reactions. This may include apologies, justifications or defenses. Practice anticipating these responses by asking a colleague or someone you trust to play the role of "detractor". Simulate the conversation to prepare for any situation and identify any blind spots you may have overlooked.

• Choosing the right moment to broach the subject: timing is everything. You have two options:

1. Wait for the right moment, such as a 1:1 meeting or a planned team meeting, without necessarily introducing the subject in advance.
2. If the situation is urgent, or if "the red line has been crossed", it may be necessary toorganize an ad hoc meeting and immediately send out an invitation to discuss the matter.
   

2. Managing emotions and conflicts 

Situations of tension, conflict and frustration can frequently arise within a team. In this context, the manager's role is to intervene at the right moment to maintain a positive dynamic.

Example:
Two employees are unable to work together, in particular because one of them does not provide sufficient visibility on his progress and lacks rigor in the documents he transmits. This creates regular tensions that build up and undermine team dynamics. As a manager, you take these employees aside to get to the bottom of the problem and find solutions to improve day-to-day collaboration.

Our practical tips for dealing with conflict: 

• Address them quickly: an unaddressed conflict risks becoming a source of prolonged tension. So it's crucial to take charge of the situation as soon as a problem emerges. Adopt an approach inspired by Non-Violent Communication (NVC). 
• Helping people take a step back: once the conflict has been identified, help team members to take a step back and clarify their points of view, in particular by asking open-ended questions. For example: "What's not working for you?", "What do you need?", "Do you see what you could do on your own?", "Do you have an idea for doing things differently?".
• Suggest a two-way feedback session: encourage team members to organize two-way feedback sessions, especially after a conflict or tension. This helps to clarify expectations and strengthen working relationships.
• Anticipate tensions: the best way to manage conflict is to anticipate tensions. When integrating a new employee, for example, take the time to clearly define roles, expectations and operating methods. This will enable you to identify potential sources of tension and deal with them in advance.

3. Saying no 

Managerial courage isn't just about making tough decisions. It also involves the ability to set clear limits and say no when a situation demands it. Knowing how to say no assertively is key to avoiding burnout, preserving team effectiveness and protecting employee well-being.

Example:
A member of your team asks for your operational help on a subject he's supposed to master, when you've already got a very busy week on your side. You need to feel comfortable saying no with the right arguments and, if necessary, proposing an alternative solution.

Our practical tips for saying no with equanimity :

• Take responsibility for the "no": avoid vague excuses such as "I'm busy" or "I don't know this file well enough". Make sure your refusal is clear, by asking yourself if the request is really yours, if it is a priority and if it optimizes your time.
• Saying "no" = an opportunity for development: use "no" as an opportunity to encourage your colleague's autonomy. For example, offer coaching or suggest an alternative solution to help them move forward on their own.
• Channel requests: limit requests by defining specific slots for the team, or use tools like Calendly to protect your time and organize your schedule in a more structured way.

4. Promoting inclusion 

Managerial courage when it comes to inclusion lies in the ability to react immediately to discriminatory behavior, however subtle, in order to prevent small actions from becoming entrenched in the team culture. It's about intervening at the right moment to prevent any form of exclusion or judgment, and thus ensuring that every member feels respected, listened to and valued. This includes vigilance against the "inclusion killers" that can undermine a harmonious working environment.

Example:
At a meeting, a more introverted team member is often silent, while others easily speak up. A courageous manager will ensure that this member is given the opportunity to express himself, by politely inviting him to share his ideas. Such a gesture not only creates a more egalitarian environment, but also fosters innovation by allowing diverse ideas to emerge.

Our practical tips for inclusion : 

• Beware of inclusion-killing postures: certain attitudes can exclude without you even realizing it. For example, speaking only to people who "understand", using jargon that is too specific or making references that are too personal creates divisions. Similarly, cutting people off or not letting them express themselves gives the impression that their contribution is not valued. It's important to maintain inclusive communication, where everyone feels respected and listened to.
• Being inclusive of others: an inclusive manager assumes that everyone can make a contribution, even if this isn't always obvious. This means distributing the floor, inviting those who don't assert themselves to speak up, and helping newcomers to feel integrated by explaining more complex issues. For example, if someone new arrives at a meeting, don't hesitate to give them an overview of the discussions, so that they can be actively included.
• Show that it's OK to address exclusionary issues: a good manager creates an environment where it's possible to discuss sensitive topics openly. By addressing issues such as working hours, food preferences or the jargon used, you show that inclusion is a priority. For example, by bringing up everyone's personal constraints, you allow everyone to participate without feeling judged, and create an atmosphere where diversity is respected.

5. Deciding under uncertainty

Courage means knowing how to make decisions even when we don't have all the information in our possession. Uncertainty is now an integral part of a manager's day-to-day life, and he or she must be able to deal with it as a team leader.

Example:
A manager has to decide whether to open a new outlet when the economic forecasts are uncertain. On the one hand, waiting would provide more data on market trends, but it could also mean missing out on a strategic opportunity. On the other hand, taking the plunge now means taking a risk with partial information. Rather than remain paralyzed by uncertainty, he relies on the elements at his disposal (sector trends, customer feedback, available resources) and anticipates adjustment scenarios in the event of unfavorable developments.

Our practical advice for making decisions in the face of uncertainty: 

• Taking a step back: when dealing with uncertainty, it's essential to step back and ask questions that help you better understand the issues at stake. This helps you qualify the issues and determine whether the situation is worth addressing now. The default option is often to decide that it's not a subject to be dealt with immediately, so as not to disperse your efforts on certain details.
• Identify the real hidden problem: you need to identify the real underlying problem. One effective method is to write a decision memo, where you challenge your assumptions and lay out the key elements of the situation. This clarifies the decision to be made, even in the absence of all the information, and ensures that you're reacting to the right problem.
• Use a present/future matrix : before making a decision, think about whether it's the right time to act. A present/future matrix can help you assess the immediate and future consequences of your choice. This enables you to make informed decisions, even in the face of uncertainty, ensuring that you are ready to adjust course if necessary.

Managerial courage is a fundamental skill that develops with practice and experience. By applying these practical tips, you strengthen your ability to lead effectively, make bold decisions and keep your team motivated and productive. Every situation offers you the opportunity to demonstrate your managerial courage, acting responsibly and inspiring confidence in your colleagues. And to take things a step further, NUMA offers a training course on managerial courage. This program aims to help managers build their confidence and tackle the challenges of modern leadership with assertiveness.