Ranjay Gulati

Ante la incertidumbre política, económica y tecnológica, los líderes empresariales suelen mostrarse reacios a emprender acciones audaces. Algunos se congelan, demasiado abrumados para tomar decisiones. Muchos se atrincheran, con la esperanza de esperar a que pase el caos. Otros se repliegan, tratando de proteger el futuro de su organización y sus carreras. Sin embargo, las investigaciones demuestran que el viejo adagio es cierto: La fortuna favorece a los valientes, no a los precavidos.

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Research has shown that fortune favors the bold, not the cautious. But in volatile and uncertain times, many leaders hesitate to act, and others simply freeze up. The question is, Can bravery be acquired? In this article an HBS professor who has done extensive research on the subject argues that everyone can&#8212;and should&#8212;learn to be courageous.
Risk management helps tamp down fear, of course, but it isn&#8217;t enough. By studying daring CEOs like BlackRock&#8217;s Larry Fink and PepsiCo&#8217;s Indra Nooyi, gutsy whistleblowers like Frances Haugen of Facebook, and everyday heroes like the Taj hotel employees who helped guests survive a 2008 terrorist attack, the author uncovered five specific strategies used by people who demonstrate bravery: (1) They create positive narratives that guide them through chaos, often recasting their work as a moral quest. (2) They build their confidence through training and preparation, by expanding their arsenal of mental tools, and by focusing on what they can control. (3) They size up complex and ambiguous situations step-by-step, adjusting course as their understanding grows. (4) They enlist the help of allies, mentors, and critics. And finally, (5) they help themselves stay calm by practicing self-care, embracing rituals, and reframing situations more positively.

Now Is the Time for Courage

La investigación ha demostrado que la fortuna favorece a los audaces, no a los precavidos. Pero en tiempos volátiles e inciertos, muchos líderes dudan en actuar y otros simplemente se paralizan. La pregunta es: ¿puede adquirirse la valentía? En este artículo, un profesor de la HBS que ha investigado a fondo el tema sostiene que todo el mundo puede -y debe- aprender a ser valiente.La gestión de riesgos ayuda a mitigar el miedo, por supuesto, pero no es suficiente. Mediante el estudio de CEO audaces como Larry Fink, de BlackRock, e Indra Nooyi, de PepsiCo, denunciantes con agallas como Frances Haugen, de Facebook, y héroes cotidianos como los empleados del hotel Taj que ayudaron a los huéspedes a sobrevivir a un ataque terrorista en 2008, el autor descubrió cinco estrategias específicas utilizadas por las personas que demuestran valentía: (1) Crean narrativas positivas que les guían a través del caos, a menudo reformulando su trabajo como una búsqueda moral. (2) Desarrollan su confianza mediante el entrenamiento y la preparación, ampliando su arsenal de herramientas mentales y centrándose en lo que pueden controlar. (3) Miden las situaciones complejas y ambiguas paso a paso, ajustando el rumbo a medida que aumenta su comprensión. (4) Recaban la ayuda de aliados, mentores y críticos. Y por último, (5) se ayudan a sí mismas a mantener la calma practicando el autocuidado, adoptando rituales y replanteando las situaciones de forma más positiva.

Ahora es el momento del coraje

Research has shown that fortune favors the bold, not the cautious. But in volatile and uncertain times, many leaders hesitate to act, and others simply freeze up. The question is, Can bravery be acquired? In this article an HBS professor who has done extensive research on the subject argues that everyone can—and should—learn to be courageous. Risk management helps tamp down fear, of course, but it isn’t enough. By studying daring CEOs like BlackRock’s Larry Fink and PepsiCo’s Indra Nooyi, gutsy whistleblowers like Frances Haugen of Facebook, and everyday heroes like the Taj hotel employees who helped guests survive a 2008 terrorist attack, the author uncovered five specific strategies used by people who demonstrate bravery: (1) They create positive narratives that guide them through chaos, often recasting their work as a moral quest. (2) They build their confidence through training and preparation, by expanding their arsenal of mental tools, and by focusing on what they can control. (3) They size up complex and ambiguous situations step-by-step, adjusting course as their understanding grows. (4) They enlist the help of allies, mentors, and critics. And finally, (5) they help themselves stay calm by practicing self-care, embracing rituals, and reframing situations more positively.

Ahora es el momento del coraje

Resumen.

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