Introduction: Rethinking Courage in Leadership
When we speak about leadership today, courage is often misunderstood.
It is frequently confused with forcefulness, dominance, or the ability to prevail in conflict. Yet, in my experience working with leaders over decades, the kind of courage that sustains excellence over time looks very different. It is quieter. More interior. And far more demanding.
That is why I wanted to have a conversation with Archbishop Salvatore Cordileone.
In this episode of Seeking Excellent Leaders, we explored what enduring courage actually requires of a leader—especially in moments of resistance, opposition, and misunderstanding. What emerged was not a theory of leadership, but a lived wisdom shaped by integrity, humility, listening, and fidelity under pressure.
The Foundations: Integrity and Humility
When I asked Archbishop Cordileone what characteristics he believes are foundational to excellent leadership, he did not begin with authority or strategy. He began with integrity and humility.
Humility, as he described it, is not self-negation. It is honest self-assessment—knowing one’s strengths and limitations, and recognizing where one must rely on others. Integrity, in turn, flows from that honesty.
Together, these virtues create credibility.
And credibility is what allows a leader to foster trust.
Without integrity and humility, leadership quickly becomes fragmented. Teams compete internally rather than unite around a mission. Confidence erodes. Trust dissolves. But when a leader is grounded in these foundational virtues, an atmosphere of trust and confidence emerges—one where people feel they are genuinely participating in a shared purpose.
Listening as an Act of Leadership
One of the most striking aspects of our conversation was the Archbishop’s emphasis on listening.
He described listening not as a courtesy, but as a responsibility. A leader, he said, must seek to understand—especially when there is disagreement. Even when a leader believes an idea is flawed, the act of listening communicates respect and inclusion. It tells people that their perspective matters.
This, in turn, strengthens leadership rather than weakening it.
Decisions are more effective, Archbishop Cordileone noted, when people believe they have been genuinely heard. Even if the final decision is not the one they proposed, acknowledging the merits of their ideas builds confidence in the leader’s integrity.
Listening, then, becomes an expression of humility and a condition for trust.
What Courage Really Is—and Is Not
Our conversation naturally led to the question of courage.
Archbishop Cordileone was careful to clarify what courage is not. It is not aggression. It is not striking back. It is not forcefulness for its own sake.
He recalled the final homily preached by Pope Benedict XVI at an episcopal ordination, where courage was described as the willingness to contradict the prevailing mindset—not through aggression, but through steadfastness. Courage, Benedict said, consists in allowing oneself to be struck while remaining firm in the truth.
This is the kind of courage that endures.
It is not reactive. It does not seek conflict. But neither does it retreat when principles are challenged. It stands fast—especially when doing so carries personal cost.
Gentle Strength: Models of Enduring Courage
Archbishop Cordileone shared examples of leaders who embody this paradox of gentleness and strength.
He spoke of Cardinal Robert Sarah, whose experience resisting injustice under a Marxist regime revealed a courage that was not loud or combative, but patient and faithful. What struck the Archbishop most was Cardinal Sarah’s demeanor—mild-mannered, gentle, fatherly—paired with unwavering conviction.
He also reflected on Cardinal Raymond Burke, whom he described as deeply charitable, attentive to all people regardless of status, and consistently respectful.
In these examples, courage and gentleness were not opposed. They were integrated.
Courage was not diminished by charity.
It was purified by it.
A Personal Trial of Courage
Later in our conversation, I asked Archbishop Cordileone whether there was a moment in his own life that significantly shaped his understanding of courage.
He spoke candidly about a period early in his tenure as Archbishop of San Francisco, when he sought to strengthen language in teacher contracts to clarify responsibility for upholding the Catholic identity of the schools. What followed was resistance far greater than he had anticipated—public protests, internal opposition, and eventually a full-page letter in the local newspaper calling for his removal.
He described the experience as profoundly stressful and isolating. Yet, he knew he could not simply capitulate.
What stood out was not only his resolve, but how he chose to respond.
At a funeral during that period, an elderly man—one of the signers of the letter opposing him—approached the Archbishop and asked to speak. Rather than dismissing the encounter or becoming defensive, Archbishop Cordileone listened. They spoke openly. They sought to understand one another.
The result was reconciliation—and eventually, friendship.
This moment revealed something essential about enduring courage: it does not close the door to relationship. It keeps the heart open even under attack.
Courage Ordered Toward Reconciliation
As Archbishop Cordileone reflected on that experience, he emphasized that when leaders act in the spirit of Christ—listening openly, remaining firm without hardness—unexpected and holy outcomes can emerge.
Courage, when joined to charity, becomes transformative.
It does not guarantee immediate success or public approval. But it makes reconciliation possible. It builds peace. And it allows leaders to remain faithful to their mission without losing themselves in the process.
Why This Matters for Leaders Today
This conversation is not limited to ecclesial leadership.
Any leader today—whether in business, education, nonprofit work, or family enterprise—will face resistance. Cultural pressure. Internal dissent. Moments where standing firm comes at a cost.
The question is not whether these moments will arise.
The question is who we will be when they do.
Enduring courage is not proven in applause. It is revealed in fidelity over time—in the willingness to remain grounded in integrity, humility, listening, and love when it would be easier to retreat or retaliate.
I am deeply grateful to Archbishop Salvatore Cordileone for his candor, his kindness, and his willingness to share these experiences. His witness reminds us that excellent leadership is not about prevailing.
It is about remaining faithful.
And that kind of courage is always worth pursuing.
