By Grace Flannery
Beyond the moral imperative, courageous leadership has tangible benefits for businesses. In a broad sense, courageous leadership involves embracing risks, making bold decisions and taking a stand for what is right, even in the face of adversity.
Research shows that organizations with diverse and inclusive workplaces outperform their peers in terms of financial performance, innovation, talent retention, and ability to understand and cater to the needs of a diverse customer base.
Rhonda Robinson, who earned her B.A. in communications in 2000 and her Executive MBA (EMBA) in 2013, has embraced the principles of courageous leadership. She has used her edge to reserve a seat at the table, in her current role as United Airlines’ director of people and inclusion, with some of the world’s biggest business leaders. Robinson is also a mentor for a group of employees at United who call themselves “Team Rhonda,” and she is also an adjunct professor at Elgin Community College where she teaches introduction to business and marketing courses. Among the many other roles Robinson fills, in her life and in the lives of those around her, she is a wife, a mother and a “Forever Huskie” who received both undergraduate and graduate degrees from NIU.
In February, as part of the NIU College of Business’ EMBA speaker series, “Executive in Residence,” Robinson gave attendees a look into her career journey and experiences, which include over two decades with United Airlines. The evening’s event was attended by current EMBA students and alumni who are active in the dynamic NIU COB community.
“Professional courage is seeing situations from different angles, seeing the unique skills and weaknesses in others, and making tough, but informed, decisions based on your awareness,” she said.
In Robinson’s introductory presentation, and through a Q&A hosted by NIU MBA Program Manager Tanya Galer, Robinson shared that she has taken myriad roles while working for United Airlines — except fixing or flying a plane. Robinson then explained how her leadership style was built on the values of authenticity and trust, while her journey was made possible by courage of not only herself but also the leaders around her.
This concept of courageous leaders helping to develop more courageous leaders has ripple effects in an organization with a profound impact on individual employees.
Robinson has come to understand the immense power of courageous leadership in driving organizational success because it was such a huge part of her professional success at United Airlines. Despite numerous obstacles or challenges in Robinson’s path — such as raising children while working nontraditional hours in flight operations, airline industry obstacles, and challenges including the COVID-19 pandemic and the catastrophic events of Sept. 11, 2001 —she has demonstrated her professional courage.
When leaders, including Robinson, lead with courage, they inspire those around them to do the same. Employees feel empowered to voice their opinions, propose innovative ideas and take calculated risks.
“It is crucial for leaders to exhibit courage in their decision-making, particularly within the realm of human resources,” Robinson said.
In the context of HR, Robinson explained that courageous leaders understand the transformative potential of inclusivity and are willing to take a proactive stance in fostering an inclusive workplace culture. Also, courageous leaders are not afraid to pivot, perhaps by suggesting a different role for an employee who may better serve the company if given a different opportunity, or suggesting a new position for an employee who may better-meet their own personal potential, and in turn better-serve the company, if given a different opportunity.
Robinson also spoke about how courage can often be found in simply starting difficult conversations about topics such as diversity in the workplace, or by creating inclusive human resource strategies that go beyond mere compliance with policies.
“Courageous leaders recognize the value of diversity in their workforce,” says Robinson. “And by actively seeking out and hiring individuals from different backgrounds, experiences and perspectives, they create a rich tapestry of ideas and insights that drive creativity and
problem-solving,” she said.
To illustrate her thoughts on diversity, which “extends beyond race and gender,” Robinson used the example of how her diversity “walks in the door with [her]” and cited her physical characteristics as a black woman as being potentially more obvious diversity factors over age, disability, sexual orientation or socioeconomic background, for example.
“Everyone has a unique story or reason that makes them diverse,” she said. “Creating a diverse employee group could be achieved by offering jobs to people with specialized experience and skills in lieu of a formal college degree.” Robinson noted that this is just one tactic applied in its diversity and inclusion strategy.
“Workplace diversity should aim to create an environment where every individual feels valued, respected and empowered to contribute their unique perspectives and talents,” she said. “These strategies improve employee engagement, enhance productivity, and foster innovation and positive change within organizations.”
