Retail Observer

RETAILOBSERVER.COM FEBRUARY 2026 26 I spend a lot of time coaching people to have courageous conversations. Often, they think this means they need to "tell it like it is," be "brutally honest," or have a "come to Jesus moment." But looking at the root of the word courage, we find cœur – heart. So, in truth, a courageous conversation is one that matters to us, that we care about – that deserves our respect. Most of the time, courage doesn't arrive with fanfare. It shows up quietly, disguised as a decision, a conversation, or a moment when you feel the heat rise in your chest because you know what you need to say – and you know it might cost you something. Every leader will face these moments. Work will ask for courage: to speak truth to a peer, to name what others avoid, to stand by a value when it's inconvenient or unpopular. These aren't grand heroic gestures. They're the daily acts of integrity that shape culture. Courage is not the absence of fear; it's moving forward with fear in the passenger seat. The question isn't, "Am I afraid?" but "What will I stand for, anyway?" I often tell leaders to use a simple compass when work asks for courage: Be Fearless and Fair. Fearless doesn't mean reckless. It means you're willing to face discomfort for the sake of truth or growth. It's the leader who says, "This isn't working, and we need to talk about it," or who holds a colleague accountable instead of letting resentment fester. Fair means you bring empathy and perspective alongside that truth. Fair leaders consider impact, timing, and tone. They ask, "How can I do what's right and respect the humanity of the people involved?" Fearless without fair becomes harsh. Fair without fearless becomes weak. Together, they create trust. Most organizational breakdowns I've witnessed didn't happen because people didn't know what to do – they happened because someone didn't have the courage to do it. Avoidance drains culture faster than mistakes do. Here's how to build your courage muscle: • Name the moment. When you feel tension, ask, "Is this a moment that's asking for courage?" Awareness is half the work. • Start small. Practice courageous truth-telling in low-risk situations. • Anchor to values. Courage feels reckless without purpose. Know what you're serving. • Debrief your bravery. After a hard conversation, reflect: what went well, and what would I do differently? Courageous workplaces aren't fearless – they're practiced. They've built the muscle of truth-telling, compassion, and repair. When work asks for courage, answer with both your backbone and your heart. That's how you build a better team – and a culture worth belonging to. WHEN WORK ASKS FOR COURAGE Libby Wagner Culture Coach Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain profit cultures. www.libbywagner.com RO

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