Not too long ago, I had a conversation with a young, upcoming executive. I’ve known her for a number of years beginning when she attended a conference (and presentation) that I spoke at. She’s a future “rock star” if she chooses to be (bright, well-spoken, organized, etc.).

She asked me, “What’s the number one thing I need to know or do to be a good leader?” I’m sure she was looking for the typical answer of treat staff well, be prepared, apply the Golden Rule, etc. What I told her was: “Be willing and able to make the toughest decisions and hold to them”.

The best leaders are capable of making exceptionally difficult decisions, having a clear course of action, and making those decisions, sticking with the same, despite the likely backlash and/or fall out.  I’ve watched leaders pilloried for making tough calls, most recently during COVID for example.  I’ve watched leaders do what needed to be done only to be doxed, cancelled, or ridiculed and scorned.  The leader who can identify the deficiency or blockage to REAL performance or success and make the decisions necessary to move an organization forward, despite the potential fall-out, will ultimately be successful, even if the short-term is choppy.

The sticking point for most is not knowing what needs to be done, it’s having the intestinal fortitude and strength of resolve to do what needs to be done.  The risk however of not being liked, of being cursed, or being targeted for making the decision seems too daunting to many executives.  The fear of not being popular, of not being welcomed, of being at-risk of scorn is a tough place to be. But history illustrates that few great, momentous changes in the course of time, would have occurred had someone or somebodies, not made tough decisions, some so difficult as to put their lives at risk.

Prior to and through the initial signing of the Declaration of Independence, the members of the Continental Congress (13 colonies), risked their lives and freedom to pursue separation from England the English Crown, to form a new country. Their work was (considered) treasonous and the penalty for treason was death.

Who were the signers? Did they need to risk their lives? Twenty-five were lawyers or jurists. Eleven were merchants. Nine were farmers or large plantation owners. One was a teacher, one a musician and one a printer. They were men of means and education, yet they signed the Declaration, knowing that the penalty could be death if they were captured. It was Benjamin Franklin who, after signing said, “We must indeed, all hang together, or most assuredly we shall hang separately.”

Leadership, from this group, made the toughest decisions imaginable.  They put their lives at-risk, their livelihood, their families, etc., all to do the “right thing”.

Hugh Thompson was an army officer during the Vietnam War. He is credited with ending the Mai Lai massacre.  Thompson and his Hiller OH-23 Raven crew stopped a number of killings by threatening and blocking officers and enlisted soldiers after making the decision to stand against his own troops and side with “the enemy.”  Thompson and his crew saved a number of Vietnamese civilians by personally escorting them away from advancing United States Army ground units and assuring their evacuation by air. Thompson was regarded a traitor by members of the army for many years until the truth of the atrocities committed were brought to light by others.

As a result of what he experienced, Thompson experienced posttraumatic stress disorder, alcoholism, divorce, and severe nightmare disorder. Despite the adversity he faced, he remained in the United States Army until November 1, 1983.

From Gandhi, to Marting Luther King, to Oskar Schindler and many, many more, leadership at its most impactful point, is about making tough decisions, knowing that likely, the choices made may in-fact, be unpopular and even, life altering.  King was killed. Schindler was ruined in business despite being a wealthy businessman and a secure member of the Nazi party.

Leaders, or would be leaders, that won’t take risk or put themselves in a position of loss, aren’t really leaders.  Doing the right thing is not easy and sometimes, not rewarding. Being willing to clearly take a stand and to do so for the benefit of many or most, even when doing so may not be popular, is what leadership is primarily about.

A ship in harbor is safe…but that’s not what ships are built for.