Leaders have traditionally relied on careful deliberation, weighing risks and benefits when confronted with volatility and uncertainty. But these approaches are no longer sufficient to help leaders act boldly in situations where they cannot identify all the potential dangers they face or estimate their likelihood of materializing.
Courage for leaders has shifted from a “nice‑to‑have” personal trait to a central capability for navigating constant disruption, social expectations and AI‑driven change. In recent years, courage has become less about heroic solo acts and more about everyday boldness: transparency, experimentation, people‑first choices and challenging the status quo amid uncertainty.
Back in the day, narratives often framed courage as big, dramatic moments — taking a stand in a crisis or making a single huge bet. Today, courage is a repeatable mindset expressed in daily decisions: asking hard questions, surfacing bad news and inviting dissent.
Courageous people are defined by tough times. In those moments, they draw on the inner grit to move ahead. Courage is a willingness to take bold, risky action to serve a purpose perceived as worthy, usually in the face of an abiding fear.
What courage looks like in leaders
Acting in ambiguity: Making timely decisions, then iterating, rather than waiting for certainty that may never come.
Placing values over convenience: Choosing people, purpose and integrity over short‑term metrics, even when it is costly or unpopular.
Encouraging honesty: Admitting “I don’t know yet,” owning mistakes and being transparent about risks and tradeoffs.
Protecting others: Standing up for fairness, ethics and psychological safety so people can speak up and take smart risks.
Here are three ways leaders can develop the courage to make bold decisions in volatile markets:
1. Create a daily mindset
Courage is a mindset that requires the confidence to be bold in the midst of the unknown. Daily habits are the best way to strengthen a bold mindset.
Neuroplasticity is the brain’s ability to reorganize by forming new neural connections based on what you repeatedly think and do. When you consistently face challenges rather than avoid them, you strengthen neural pathways linked to regulation and problem‑solving.
Regular exposure to discomfort desensitizes the fear pathways, leading to calmer, more confident responses to situations that once felt intimidating. By practicing new ways of thinking and feeling daily, we can reshape the brain to respond with greater resilience and calm. With practiced focus, we can transform our responses to uncertainty.
When we study and apply best practices until they become second nature, we can perform at our best even under pressure.
My tip:
- Ask one courageous question a day: “Where am I avoiding a necessary action because of discomfort or fear?”
- Debrief key decisions with your team: “What did we learn for next time?” to reinforce courage as a shared norm.
2. Make small but bold moves
Leaders can cultivate the mindset to make bold decisions by treating courage like a muscle: taking small, deliberate steps every day, even when it feels uncomfortable. Small but bold decisions gradually rewire habits, enabling individuals to move with confidence from avoidance to embracing the hard decisions and uncertainty they face in today’s volatile markets.
This builds confidence that you can turn stressful situations into manageable ones over time. By taking micro-steps such as speaking up, setting boundaries or facing a dreaded task, you build a reservoir of internal resources for bigger challenges, making courageous behavior your new normal.
Your training might not teach you how to respond to every crisis, but it should leave you feeling like a seasoned expert in your field, with the knowledge, skills and confidence to get the job done and the responsibility to carry it out.
My tip:
- Challenge assumptions out loud. In meetings, ask: “What if we’re wrong about this assumption?” Doing so stretches thinking toward bolder options and signals that courageous questioning is welcome.
- Shorten decision cycles: decide with 70–80% of the data, then learn fast instead of over‑analyzing.
- Practice micro-decisions because they build your tolerance for uncertainty and your team’s trust in your decisiveness.
3. Tie it to your values
Studies have found that when people are inspired by their values to act courageously, they feel a greater sense of belonging and self-worth and overcome their fears more easily.
When we align with our values, we feel more motivated, resilient and willing to take worthwhile risks. When decisions feel like expressions of who we are — not just what our job requires — we are far more likely to act boldly, tell the truth and hold our ground under pressure.
Values create “why it matters” energy. Research on value-based goals shows that people invest more effort and persist longer when their goals align with personal values and identity. That extra intrinsic motivation makes it easier to endure discomfort, conflict or risk to do what feels right.
Alignment with our values helps us make bold decisions, especially in uncertain situations. As an FBI agent, my values centered on justice and helping crime victims. My first arrest involved drawing a loaded weapon from my holster and aiming it at a man wanted for pedophilia. It was a bold decision, especially because the man was known to be armed and dangerous, and I was alone, waiting for backup. But I had no hesitation because my values provided a foundational principle that moved me to act in the face of uncertainty and potential danger.
My tip:
- Identify 3–5 core values (e.g., integrity, growth, service) that you will exhibit in your current role this week.
- Explicitly link bold decisions to values: “I’m choosing this because we say we stand for X,” which reinforces your courage and signals integrity to others.
- Ask yourself: “Which option is most aligned with my values and the kind of legacy I want as a leader?”
Bold decisions require small daily choices, not just dramatic gestures — so leaders can move forward despite uncertainty.
Opinions expressed by SmartBrief contributors are their own.
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