Facing Your Fears

Episode 63:  Bombed

Margaret:       [Standing at the operating table] Major, your hands 
                are shaking.
Frank:          Well, it has nothing to do with the shelling.   
                It’s, uh…my sinus condition.
Henry:          If anybody’s scared, just let yourself be scared.  
                “We have nothing to fear but fear itself.”  Eleanor 
                Roosevelt.

The 4077th is pinned down by friendly fire with the compound being bombarded by shelling.  The doctors and nurses continue to operate while the OR is shaken by all the explosions around them, despite their very real fears.  

I can’t recall how many times as a leader when I have been afraid to make a difficult decision, have a crucial conversation or confront a challenging situation.  Yet, on every occasion despite my fears, or maybe because of them, a clear vision and strong convictions gave me the courage to face my fears.  Courageous leadership is not the absence of fear but the integrity to act when we are afraid. Fear reveals the true character of a leader and heightens a leaders senses to right size their fears so they can effectively engage that which challenges them.  In his book Chasing Daylight Erwin McManus writes, “I am convinced that when we face our fears, we look straight into the eyes of opportunity, and the courage we often need to engage our greatest challenge can be found only in the midst of engaging that challenge.”  

Command Decisions

Episode 50:  Rainbow Bridge

Colonel Blake:   Well, I’m afraid this is what you call your 

                 command decision.  It’s “lonely at the top” time.  

                 Strictly something for your leader. 

Hawkeye:         Well, Henry?

Colonel Blake:   Oh Golly.  Whatever you people decide is fine with 

                 me.

The Chinese send the 4077 a message to offer a prisoner exchange as they are unable to adequately treat the captured US casualties.  Colonel Blake calls together the officers to discuss the risks involved in the exchange and calls on volunteers to meet the enemy in their territory.

Leading an organisation into unknown territory always involves an element of risk and demands courageous leadership to make the call to lead where others fear to go.  These sorts of tough decisions cannot be avoided, rarely should be delegated and ought never to be abdicated.  While there are tough decisions that require the collective wisdom of other leaders or a committee to determine the correct course of action, more often than not, what makes decisions tough is not determining what needs to be done but having the courage to do it!  Leadership expert Peter Drucker writes, “Just because something is difficult, disagreeable, or frightening there is no reason for not doing it if it is right.”  From that crucial conversation to a corporate contract, the knowledge of what is the right thing to do can’t be compromised by the degree of risk or reservation by those we lead.  Command decisions require uncompromising character and courage from those entrusted with the responsibility to lead.