by David Kong

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Leadership books often emphasize strategy, vision, and execution. Those qualities are essential, but two habits ultimately define leaders when the stakes are high: character and courage.

Stephen Covey’s The 7 Habits of Highly Effective People has long been one of my favorite business books. Early in my career, I followed many of those principles closely. Habits such as Begin with the End in Mind and First Things First helped me focus teams on complex initiatives and align organizations around clear priorities.

Over time, however, I came to believe that leadership also requires two additional habits that receive far less attention: character and courage.

The importance of character became clear early in my career. I once worked for a boss who lacked the backbone to stand up for his team. At the time, I was delivering strong results, but an executive vice president in the organization did not particularly like me. When my performance review arrived, I was criticized for “being an island,” implying that I was not a team player.

Anyone who worked closely with me knew that description was inaccurate. What disappointed me most was not the criticism itself but the fact that my boss chose not to challenge it.

That moment stayed with me. It taught me that leaders have a responsibility not only to evaluate performance but also to protect fairness and integrity within the organization. From that point forward, I made a personal commitment that if I ever had the privilege of leading others, I would stand up for my people.

Leaders cannot eliminate every challenge their teams face. But if they cannot provide a fair and supportive environment where people can do their best work, they do not deserve to lead them. Character, in that sense, is not simply a trait. It is a habit practiced when it would be easier to remain silent.

Courage is the companion to character. Character defines what we believe; courage determines whether we act on it.

Years later, when I led Best Western, we faced a different kind of leadership test. At the time, the company operated under a single brand identity, even though our hotels varied widely in service level and design. Guests often struggled to understand what to expect, and that confusion affected our hotel owners’ ability to command the rates their properties deserved.

To address the problem, I proposed dividing the monolithic brand into three segments: Best Western, Best Western Plus, and Best Western Premier. The goal was to provide clarity for guests and allow stronger properties to differentiate themselves while still benefiting from the strength of the brand.

The idea was controversial. Some believed it was too disruptive, and others warned me that pursuing it could damage my career.

But leadership sometimes comes down to a simple question: if you believe something is the right path forward, do you have the courage to pursue it?

I believed the status quo was hurting our owners, and that made the risk worth taking. We moved forward with the initiative. It required time, patience, and support across the organization, but it ultimately succeeded. More importantly, it helped lay the foundation for Best Western’s evolution into an 18-brand portfolio.

Looking back, both experiences reinforced the same lesson. Leadership is not defined only by the strategies we design or the results we achieve. It is defined by the choices we make when pressure, criticism, or risk make the easier path tempting.

Character gives leaders the backbone to stand up for their people. Courage gives them the conviction to pursue what they believe is right.

Together, they form two leadership habits that matter just as much as any management framework. Without them, even the best strategies eventually falter. With them, leaders can create the trust and direction organizations need to move forward.

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