Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates

by Karin Hurt, David Dye, Amy Edmonson (Foreword)

From executives complaining that their teams don’t contribute ideas to employees giving up because their input isn’t valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels.

Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them.

Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together.

In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees.

In Courageous Cultures, you’ll learn practical tools that help

Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together.See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking.Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees.Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization.This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization.

Genres: Business, Leadership, Nonfiction, Management, Personal Growth, Cultural, Self Help

224 pages, Kindle Edition

First published July 28, 2020

About the author

KARIN HURT is a top leadership consultant and CEO of Let’s Grow Leaders. A former Verizon Wireless executive, she was named to Inc. Magazine’s list of great leadership speakers.

Reviews

[Mark Townsend · Rating 4 out of 5]

Courageous Cultures outlined the need for the the freedom to speak up, and speak out, as well as concrete strategies various levels of management can take to create such a culture. Hurt and Dye describe the dangers and lost opportunity of FOSU - fear of speaking up, creating a compelling case for why it is worth the time and energy to create a workplace environment where all employees know that not only are their ideas welcome - they are expected.

A common critique I have for leadership and management books is the repetition, but I found this book to successfully navigate the fine line between establishing memorable mantras and beating said mantras over the reader's head. One theme throughout Courageous Cultures is the relationship between creativity and clarity, and the authors did a good job keying in creativity and clarity while varying their anecdotes and takeaways to really develop that theme without getting too repetitive.

No book is perfect, and Courageous Cultures did have some fumbles. Often in the book, the authors would mention when something was going to happen later in the book - it felt a bit like breaking the fourth wall. Every time the authors announced that "we'll talk about x, y, and z in Chapter 13", it interrupted the experience and made for a slightly choppy read.

At the end of the day, a book on management is only as good as it is useful. Courageous Cultures contained many practical strategies that can be used right out of the box and are applicable to many levels of management. I'm glad I gave this a read - it gave me some new ideas for fighting the FOSU!

[Matthew Candelaria · Rating 5 out of 5]

Courageous Cultures is a practical guide for energizing your company from within. Karin and David have leveled up, transforming their managerial focus from Winning Well to an executive focus here. This makes sense: the managers who could understand and deploy Winning Well strategies were likely to win promotion to executive positions.
With this greater power comes greater responsibility, and Karin and David clearly outline how that power can be used to ignite the most powerful resource any company has: its people. Within most organizations, there is great, untapped potential among the employees. Courageous Cultures gives practical steps that can help you start from wherever you are to create a culture where that potential doesn’t have to be squeezed from your employees: it blooms forth naturally. And when your people achieve their potential, your organization will, too.
I used to be a model employee. I consistently led my department in quantity and quality of production. I brought innovations that improved the company. I fostered my teammates’ work, helping them to become better so the company could be more successful. But time and again, the corporate culture shut down my ideas and stifled my productivity, so I moved on, forcing the company to hire two people to do my work.
The descriptions of the problems in Courageous Cultures are so accurate that they gave me anxiety flashbacks in reading them. But the descriptions of the problems are so practical and achievable that they give me hope. Now I’m my own boss, but if I ever go to a job interview again, I will come armed with the question: “Are you a Courageous Cultures company?”

[Mary Beth · Rating 5 out of 5]

Having already read "The Seven Things Your Team Needs to Hear You Say" and "Winning Well" I was VERY excited when Goodreads and Amazon told me the authors were releasing another book. "Courageous Cultures" did not disappoint.

I've been the frustrated leader who doesn't understand why people didn't say something, and I've DEFINITELY been the frustrated employee who sees a problem and has ideas on how to fix it, but doesn't want to say anything. This book helped me on both fronts. From my first cursory read I was captivated by the idea of the "Problem Solver" employee (because it fits my personality perfectly.) Dye and Hurt explain how help your employees become a Problem Solver, Customer Advocate, etc. Throughout the book business owners and executives learn how to help their employees grow so the business also grows.

The book is backed by peer-reviewed research, but takes it a step further to apply this information to the modern economy. In the tech heavy, gig economy, and even pandemic world, how can I keep up? CC will tell you. The book also reinforces some of the concepts from "Winning Well" including my personal favorite "ASK FOR WHAT YOU WANT."

If you're a leader/executive/employer/owner who wants to help their employees, or an employee who wishes they could be heard, then this book is worth every penny. (Maybe buy a copy and slip it onto your boss' desk?)

[Dr. Byron Ernest · Rating 5 out of 5]

A courageous culture becomes a community where individuals are engaged and finding, developing, and using their full potential. I love that “courage crushers” were called out by Hurt and Dye very early. Sadly, I have worked in organizations with these types. These are toxic environments, as you pointed out. Also, I loved the thought of creating a courage oasis.

I have always been big on the point of there needing to be clarity. This became very evident during the pandemic. As Hurt and Dye pointed out, there cannot be curiosity without clarity. It was also discussed that with clarity of goals, processes, and roles and responsibilities comes a safe place.

Finally, I loved all the tips and real examples sprinkled throughout the book. For example, I loved the example of the “magic button” for employees to use to provide feedback and give ideas. If we truly want organizations and communities where everyone is engaged, we must provide safe place where those we serve can be courageous. Everyone needs to read this book, but if you are a “courage crusher” PLEASE read this book!

[Paul L · Rating 5 out of 5]

I read a lot of leadership and management books as a constant student of communication. A shy person by nature, I had to learn how to lead, and over time (and with a lot of practice) my communication and management skills are improving. I am now a person who leads teams, and communicates with multiple subcontractors throughout the day. Courageous Cultures really spoke to me because I am shy by nature - I was the person in the room that the authors, David & Karin, refer to as the "silent ponderous type". But I am also a problem-solver. I was a farm kid who learned how to adapt and fix the "unfixable". I had a lot of solutions then, and still do. I am only recently able to comfortably voice my ideas so that they can be heard. I think back to the organizations I worked for in the past, where my ideas were not even heard, much less valued. Their loss. Courageous Cultures is a must read for anyone who wants to tap into all of the incredible untapped energy on your team. As I work on my communications with multiple teams, clients and subcontractors, I find the tools in this book help me tap into the creative solutions I might not otherwise have heard from others as well. The stories are relevant, and the concepts aren't hammered in to you over and over again with lots of fluff content and repetitive filler (like so many management books out there!) Highly recommended.

[Larry Kohlenstein · Rating 5 out of 5]

Is "safe silence" and concern about inter-personal risk keeping you and your staff from making the contribution your organization needs? Courageous Cultures by Karin Hurt and David Dye provides pragmatic insight on how to foster an effective environment based on mutual trust and truth. It has specific, hands-on guidance for business leaders for whom it is written. You will also find yourself thinking of the relevance to interactions within our families, our communities, and our country. It has an important message for our workplace and beyond in this dynamic time. Once you have read this book, you will use it; you will consult it. The pages will soon be dog-eared, the margins filled with notes. This is not a book to check out of the library.

[Eileen McDargh · Rating 5 out of 5]

A powerful and necessary book for these times. Whether you lead 100 or 2, this book invites a way to open up to the critical conversations needed to being a team and an organization together. Now is the perfect time to discover how others feel about work that adds value and what does not. Great wisdom lies within organizations but too often, a leader does not know how to access it. This book will tell you how.

[Naticia · Rating 4 out of 5]

Informative, practical, and full of interesting anecdotes. Aimed at executives but applicable at other levels, with some effort.

[David · Rating 3 out of 5]

Create a culture where everyone feels safe and invested enough to speak up.

[Gijs Limonard · Rating 3 out of 5]

2,5 stars; I'm really getting tired of these one-concept-books; the message is well worth sharing but please don’t pretend it has any sound scientific backing; ‘let’s find and/or do some research that fits the narrative and leave all alternative explanations and models out of the equation; and please leave out the soundbites: micro-innovators?, come on.

[Jeremy Moore · Rating 4 out of 5]

Starts slow but some good points if you stick with it

[Jenny Gundersdorf · Rating 5 out of 5]

Courageous Culture is a must read book for managers and above who would like to create a work culture where everyone believes that there contribution is valued. How do we get the very best from our workforce. Let Karin Hurt and David Dye lead you on a journey that will bring new life to your organization.

[Jung]

Creating a courageous culture in your workplace will help you attract and retain employees who feel appreciated and supported. This will help bring forth the ideas and observations that will truly add value to your company.

Actionable advice:

Use the IDEA approach.

When you’re encouraging employees to verbalize their ideas, have them consider the IDEA approach to check whether what they’re offering is feasible. In this acronym, I stands for Interesting, D for Doable, E for Engaging, and A for Actions. By keeping this list in mind, you can come up with ideas that are both practical and exciting.

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Find the right mix of curiosity and clarity, and your employees will reward you with great new ideas.

After his meeting, David returned to the office of the nonprofit he led – and found his assistant in tears. A habitually rude donor had unleashed an outburst on her.

David was furious. Although the donor represented big bucks, David wrote him a terse letter. It explained that the man’s behavior had been unacceptable, and that the donor could now only visit the NGO by appointment.

The bully resigned from the board. But, curiously, he never stopped contributing money to the cause. What’s more, David never received any significant blowback from his board. In fact, David’s action paid him rich dividends in loyalty from his employees.

The key message here is: Find the right mix of curiosity and clarity, and your employees will reward you with great new ideas.

What do the words “curiosity” and “clarity” mean in the context of courageous cultures?

When people are curious about things, they’re constantly trying to figure out new ways to improve. And clarity is when management is transparent about goals, processes, and roles. In a company with good clarity, employees feel safe and are confident about the firm’s direction.

But can you have too much of a good thing? Certainly. If there’s too much curiosity, everyone will do their own thing – creating a chaotic environment and confusing customers. And if there’s too much clarity, people will think the company culture is set in stone; they won’t see the point in speaking up.

You need to find a balance on the clarity–curiosity continuum. Get the mix right, and employees will understand and respect the framework of the company; they’ll also feel comfortable innovating within it.

One practical way to do this is by building a courage map. Make a timeline of your career, and identify three examples of when you were courageous. Encourage your employees to do the same. This is part of a process called navigating your narrative. Remember David from the NGO? That incident with the donor would certainly be part of his courage narrative.

CX Accelerator cofounder Nate Brown had a different approach. He gave each member of his frontline team a “magic button” on their computers. When they hit the button, they received a form to record ideas and feedback.

It doesn’t matter whether it’s a magic button, an online poll, or even just a bulletin board where employees can put up ideas – these tools all signal that you’re open to people speaking up.

[Miandra · Rating 4 out of 5]

Micro-innovations matter. Big breakthroughs are rare, most progress comes from small, daily ideas that improve how we work and serve customers.

Barriers are real. Many employees don’t speak up because they think no one cares, nothing will change, or they’re not confident in their ideas. Leaders must tackle this “fear of speaking up.”

Ask better questions. Instead of “Any ideas?”, try:
"What’s one process that slows you down every week?”
“What’s a policy we should stop that frustrates customers?”

Use simple frameworks.
- U.G.L.Y.: What are we Underestimating, what’s gotta Go, where are we Losing, and where are we missing a Yes?
- I.D.E.A.: Is it Interesting, Doable, Engaging, with clear Actions?

Close the loop. Always “Respond with Regard”: every idea gets a response—whether it’s implemented, piloted, postponed, or declined (with reasons).
Leaders go first. When managers model curiosity, act on feedback, and show visible follow-through, teams need less personal courage to share.

Repetition matters. If you want ideas and behaviors to stick, share them 5x5—at least five times in five different ways/channels (e.g., Slack post, 1:1s, stand-up, team email, visual board). People need to hear/see it repeatedly to believe it’s

[Rosemarie Tapay · Rating 4 out of 5]

Actionable steps in building a more open and non-toxic environment. We all dream of a self-starting work culture, less egoistic bosses - leaders that are more responsive to changes, a work environment that's fluid and evolving at the same time anchors on "the good" principles.

I like this book because it's practically not just theory, there are notes and activities to try, practical tips for different types of conversations to have with teammates. I especially like the chapter on galvanizing the genius - how do we motivate and "wake up" again our teams who have been jaded with baggages from the past?

Love non fiction work books that are actionable. But overall, it does not offer me something that will totally WOAH! me but maybe that's what makes this book effective. It's practical. It's the small steps.

[Laura Bruck · Rating 5 out of 5]

"Courageous Cultures" is a compelling read for anyone who's been stuck in a company meeting, wondering why no one else is speaking up. It's all too common, right? You've got this great idea bubbling up, but the room's vibe just doesn't invite sharing. This book dives right into the heart of this problem.

The authors argue that the issue lies in company culture. They're not just throwing opinions around either; they back it up with some solid research. Turns out, a lot of employees have ideas they're just itching to share, but the environment doesn't encourage it.

What I love about this book is that it doesn't just point out the problems. It offers real, practical solutions. If you're a leader wondering why your team isn't speaking up, or an employee feeling unheard, this book might just be the eye-opener you need.

[Andrea Janov · Rating 3 out of 5]

This was pretty good for a professional development book. It was clear and concise and refrained from too much repetition. It balanced theory, strategy, and examples. The basic message is that it is essential to innovation for people to speak up, but people are often afraid to speak up, because other people are jerks. It shows managers how to not be jerks, how how foster a safe environment so people start to feel safe speaking up, and eventually they will do so and you will solve all the problems. The strategies that they provide on how to create the psychologically safe environment so a courageous culture can thrive are indeed simple and actionable by everyone - everyone who is willing to take a step back, think before they speak, and look at the big picture.

[Theresa Jehlik · Rating 3 out of 5]

This book attempts to bridge the gap between leadership and employees when it comes to sharing ideas and concerns about the company or organization. The authors' thesis that employees need both clarity and curiosity to change a culture is designed to focus both on needed processes to keep the daily work moving forward and the ideas needed to move the work confidently into the future. Designed as a workbook, each chapter includes a road map with exercises for starting employees down a new path. Personal stories also illustrate how the principles have worked in various organizations.

[Kerru · Rating 5 out of 5]

This is the training I never got in corporate America. Such a practical, honest guide on how to be the leader or manager you always wanted to have for yourself. Also, culture isn't about swag, logos, and catchy taglines. It's about clear communication, building effective teams, and retaining amazing employees. I'm excited to see some of the new 2024 workplace research from Let's Grow Leaders and look forward to their next book coming out later this year (I've preordered...thank you!). One of the best business reads ever for me.

[Alixe · Rating 4 out of 5]

The book doesn't stop at explaining why a courageous culture is important / why workplaces with a culture adverse to risk taking, prone to silent quitting , etc are doomed. It breaks down what makes a courageous culture and where one can invest to progress.

Why not 5 stars? I think it could have been better written.

[Mujtaba Hamed · Rating 1 out of 5]

Poorly written book, no new idea or theory. Only. Rehash.

[Charles Chettiar · Rating 4 out of 5]

A great book

It was a great book. It shows how to build a culture of courage. The biggest selling point is that it has a blueprint to thrive in an ever-changing world.

[Clare Russell · Rating 3 out of 5]

Some helpful practical guides but not original and light on theory

[Kathleen Messmer · Rating 5 out of 5]

Great ideas around how to get your team to communicate effectively. Read it!

[Kathy Wegley · Rating 4 out of 5]

There are some good strategies for creating teams. However, I would not use this as the only resource in creating a team philosophy or holding a book study.

[VJ · Rating 2 out of 5]

The authors have the right intention but not backed by research.

[Regis Lucci · Rating 5 out of 5]

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