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People will sacrifice their lives for a purpose they believe is important enough.  That is how much courage our belief in our purpose can provide.

We know that one of the marks of great leadership is the desire and ability to bring out the best in the people we lead.  This includes helping them grow in their courage through the right kind of encouragement.  This applies to leadership in organizations, families and in any relationship where one person is respon

One of life’s magnificent blessings is our ability to help each other grow in courage.  We can give courage, and we can receive it.  We can give courage to ourselves by giving it to others.  The more we give courage to others, the more able we are to receive it for ourselves.  Fear works s

We can give courage to others by equipping them – giving them the tools, skills and mindset they need for a situation, task, mission, purpose or challenge they are facing.

In our last chapter on Mental Toughness, we talked about “taking every thought captive” – managing our thoughts.  In this chapter we’ll talk about “taking every energy source captive” – managing our energy and increasing the energy of others, and with it their courage.

Mental toughness is not cold, ruthless, cynical, mean-spirited, or self-centered.  It is a positive, unselfish perspective that empowers you to make the most out of the opportunities with which you have been blessed.  It helps you to get more out of life by embracing its ups and downs more productively.

The courage to engage in confrontation with confidence is a courage you need to receive for yourself before others will receive it from you.  Many people are afraid of confrontation.  Unfortunately, the two most frequent ways that people deal with this fear are:

One of the most important ways to encourage is to conquer the forces that attack our courage.  Whether we are encouraging others, or receiving encouragement from them, or encouraging ourselves, every one of us faces daily encounters with the enemies of courage – people, circumstances, thoughts or feelings that threaten t

If you have an employee whose attitude or behavior or performance is not up to the team’s standard, you want to address the issue with them in a way that leaves them in a better place, not a worse one, than they were before the talk.  You may need to give them some hard truth about the urgency of their need to improve, b

One problem that organizations can run into when striving for high standards is using the term in a general way without clearly defining them or explaining how to achieve them. In this article I’m going to discuss 6 high standards I believe are important.  Of course there are more.