When politicians retire rather than fight for principles of the greater good and companies abandon their values at the first sign of pushback, we're witnessing something deeper than political polarization or business pragmatism: we're seeing the erosion of moral courage.

From senators fleeing primary challenges to corporations like Target losing their identity by flip-flopping on core values, leaders across sectors are opting for the path of least resistance. But as Costco's shareholder victory shows, there's another way forward.

This isn't just about politics or corporate strategy. It's about whether we can rebuild the moral ecosystems that give leaders the strength to do what's right, even when it's hard.

Read more in this edition of Good Leader | Bad Leader.

1 Big Thing: Has moral courage died?

Moral courage involves acting on ethical concerns, respectfully and honestly engaging with risks and tensions, and finding creative solutions to resolve competing values and perspectives among diverse stakeholders. A key aspect of moral courage is the integration of internal and external factors, expanding beyond the workplace or the individual.

Addressing morally intense issues requires blending internal organizational considerations with external stakeholder factors.

In my research, I have found that individuals who practice moral courage possess a clear vision of what is possible, guided by a robust moral compass to seek clarity on complex issues. They are unafraid to engage in open and honest conversations with those who hold different perspectives and experiences.

David Brooks asks a critical question. A David Brooks article in The Atlantic sticks with me. The headline question is “Why do so many people think Trump is good? ” Answering this question leaves me dumbfounded, just as it does for Brooks. He uses moral philosopher Alasdair MacIntyre as a guide to answer the critical question. In his article, Brooks highlights a point by Ted Clayton, a political scientist at Central Michigan University:

  • “MacIntyre argues that today we live in a fragmented society made up of individuals who have no conception of the common good, no way to come together to pursue a common good, no way to persuade one another what the common good might be, and indeed most of us believe that the common good does not and cannot exist. ”

Have we lost our sense of common good? We may have, but more to the point, we may have lost our moral courage to come together. In the political world, Republican senators and representatives choose retirement over fighting for what they believe is right for the greater good. North Carolina U. S. Senator Thom Tillis and Nebraska U. S. Representative Don Bacon are two recent examples of fleeing instead of fighting.

  • Moral courage became dormant due to our inability to come together for a purpose beyond maintaining power. No community within their realm exists to rally to their defense. An election primary would mostly likely end their political careers, so they retreat.

Example of moral ecosystems. Shifting to business, two examples arise. Costco stood by its belief and actions to support diversity and inclusion within its stakeholder ecosystem. Costco’s shareholders overwhelmingly voted to support the company in maintaining its DEI efforts.

  • Costco leaders embodied the vision of what they knew was right and what worked, and the company had a moral ecosystem to support them in their beliefs.

Meanwhile, Target is morally confused. First, the company supported diversity, and when many companies were facing pushback from conservative groups, Target buckled. As employees and other stakeholders point out, Target lost its identity.

  • More than losing its identity, Target abandoned its moral ecosystem, and the business leaders took a narrow and singular approach when confronted with an ethical issue.

Moral courage is dying unless… Moral courage has faded, but we can revive it by rebuilding a pluralistic community, our moral ecosystem. As Brooks noted, “The pluralist has the ability to sit within the tension created by incommensurate values. ” It takes moral courage to sit within these tensions, not alone, but with a unique and broad community. By creating a diverse and engaged ecosystem, we can rebuild moral courage.

Creating such an ecosystem is tough to do, but it can start in our local corners of the world. We need a community who expresses their views, engages diversely, and embraces those who are willing to stand up for the common good of our greater society. Instead of retreating through retirement or muddling principles of betterment, individuals have a diverse community of support, accountability, and conversation.

Stimulate a diverse community. Costco business leaders set an example, but we need much more work to activate a greater moral ecosystem that focuses less on self-interest and more on our social role in society. A strong sense of doing what is right for the larger community will bring moral courage back.

Assuming moral courage is a solo act is incorrect, and I want to explore how moral courage is revived through pursuing the greater good for a broader segment of society and its stakeholders.

2. Good habits for using AI.

Early this month, Ada Ryland and I facilitated a workshop on “AI tools for startups” as part of the Jake Jabs Center for Entrepreneurship summer incubator program. We wrapped up our 2-hour session with 7 healthy habits for using AI. The key to thriving with AI isn't becoming a technical expert – it's developing intentional practices that harness its power while avoiding pitfalls. Here is what we outlined.

1. Define your ethical AI guardrails

Establish clear boundaries before using AI tools. What tasks are appropriate for AI assistance? Where do you draw the line on privacy and responsibility? Create your personal ethics framework by deciding whether you'll use AI for sensitive communications, how you'll handle potential biases, and what information should never be shared with AI systems. These guardrails provide freedom to explore AI confidently.

2. Use your human creativity.

AI excels at processing patterns but can't replicate your unique perspective or emotional intelligence. Treat AI as a sophisticated collaborator (e. g. , brainstorming partner), not a replacement. Let it handle research and data analysis while you apply creativity to refine, personalize, and add the human touch that makes work meaningful.

3. Develop your critical thinking skills.

AI outputs often sound authoritative even when wrong. Train yourself to question AI-generated content: Does this align with known facts? Are there reasoning gaps? What sources validate this information? Critical thinking strengthens with practice – the more you verify and question AI outputs, the better you'll spot potential issues or other angles.

4. Be aware that AI can make mistakes.

AI systems can hallucinate facts, perpetuate biases, and generate plausible but incorrect information. Build mistake-awareness into your workflow with checkpoints to evaluate outputs. Develop healthy skepticism, especially for information that seems too convenient.

5. Hire good talent and then supplement with AI.

Successful organizations amplify human capabilities rather than replace them. Utilize AI for routine tasks, enabling talented individuals to concentrate on high-value work that requires judgment and creativity. Prioritize human capabilities that complement AI: emotional intelligence, strategic thinking, and navigating ambiguous situations.

6. Run small experiments to learn and expand.

Don't revolutionize your workflow overnight. Try AI tools on low-stakes projects first, learn from results, and gradually expand usage as you build competence. Start with specific use cases, such as meeting summaries, before moving on to more complex tasks. This develops pattern recognition for when AI works well.

7. Be adaptive – Observing to change.

AI technology evolves rapidly, and so should your approach. Stay curious about improving tools, colleagues' usage patterns, and your evolving needs. Be willing to adjust strategies, update guardrails, and experiment with new approaches as the landscape changes.

These habits help you develop a sustainable relationship with AI technology. By establishing boundaries, leveraging human strengths, thinking critically, expecting imperfection, focusing on talent, experimenting thoughtfully, and staying adaptive, you'll thrive in a world where human and artificial intelligence work together.

3. Activating quote:

“The right way is not always the popular and easy way. Standing for right when it is unpopular is a true test of moral character. ” ~ Margaret Chase Smith

4. What's next?

Build your moral ecosystem:

  • Surround yourself with diverse perspectives that will challenge and support your ethical decisions.
  • Create accountability partnerships with colleagues who share your commitment to doing what's right.
  • Engage regularly with stakeholders beyond your immediate circle to gain a deeper understanding of the broader impacts.

Strengthen your AI ethics foundation:

  • Define clear boundaries for AI use before you need them (privacy, bias, responsibility lines).
  • Always pair AI assistance with human critical thinking – question outputs and verify information.
  • Start with low-stakes AI experiments and gradually expand as you build competence.

Practice moral courage often:

  • Identify one area where you've been avoiding a difficult but necessary conversation.
  • Ask yourself: Am I optimizing for short-term comfort or long-term integrity?
  • Remember that moral courage isn't a solo act. Find your community of support before you need it.

The path forward isn't about being perfect. It's about being willing to sit in the tension of competing values while working toward the common good.