RECENTLY, I WAS having a conversation with one of my sisters when I heard myself say something that surprised even me: “Sometimes I wish I were not as courageous and assertive as I am”. I told her that I sometimes wonder whether I might have been favoured more, or perhaps gone farther in certain areas of my career, had I been less willing to speak up, challenge what I believed was wrong, or defend people who could not easily defend themselves. Courage sounds admirable from a distance. Living with its consequences can feel very different.
Then I said, “I don’t know how I became this person”. My sister, who is about seven years younger, looked genuinely surprised. She told me that, for as long as she could remember, I had always been this way.Whenever someone in the family felt they had been treated unfairly or unkindly, they would come to me, and I would assume the posture of speaking up, ready to challenge whatever had caused the hurt. I had been searching for the moment when I became courageous; she remembered a version of me that suggested the instinct had been there all along.
The following day, I reflected on that conversation through the lens of my faith. I wondered whether something I have sometimes regarded as a difficult part of my personality may actually have been something God has been using all along. Throughout my professional life, I have found myself drawn towards people who were less assertive, felt unheard, or did not believe they had the power to challenge what was happening around them. Speaking up for them has not always made my journey easier. There have been uncomfortable moments and unfavourable consequences, and times when I wondered whether courage was costing me opportunities that conformity might have preserved.
Perhaps what makes this more interesting is that I am not naturally loud. I am introverted and soft-spoken. People sometimes assume that I am shy, and I often explain, “I’m not shy. I’m quiet. There’s a difference.” Yet when something touches a deeply held value, the confidence to speak seems to come from somewhere deeper than personality. Over time, that voice has also found expression through my books, leadership frameworks and The Workplace Mirror. Much of what I write begins with lived experience and careful observation. Writing became another way of speaking.
All of this has made me wonder about the courageous voices within our organisations.What happens to employees who respectfully raise concerns others would prefer not to discuss? Are they valued for their courage, or gradually labelled difficult? Do we genuinely want people who challenge assumptions, call out questionable behaviour and advocate for colleagues, or do we prefer people who make leadership more comfortable? Organisations frequently say they value honesty, courage and speaking up, but the truer measure may be what happens to the person who actually does. How many workplaces publicly celebrate courage while quietly rewarding conformity?
Perhaps we also need to reconsider what courage looks like. It does not always enter the room loudly. It may be the quiet employee who says very little until something needs to be said, the person who dislikes confrontation but dislikes injustice more, or someone whose voice trembles but who speaks anyway. Voice is not volume, and assertiveness is not aggression. Some of the strongest voices may belong to people comfortable with silence until silence requires them to betray something they deeply believe.
Last night, I wondered how I had become this person.Today, I wonder whether “become” was ever the right word. Perhaps she was there all along: the little girl who could not comfortably watch someone else being mistreated grew into a woman who found different ways to respond. And perhaps some of the qualities we spend years wishing were easier to carry are the very ones we were meant to learn how to use.
The Workplace Mirror Reflection: Not every courageous voice is loud. Some are quiet, thoughtful and reluctant to draw attention to themselves, until something matters more than their comfort. Perhaps the real test of organisational courage is not whether leaders invite people to speak, but whether people later regret having done so.
Karen James is a Strategic Leadership Advisor, author, speaker, and founder of The Workplace Mirror, where she helps leaders and organisations uncover blind spots, expand perspective, and strengthen organisational effectiveness. She is also the founder of The Wise Professional, helping individuals and organisations make wiser workplace decisions.
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