The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as the author puts it, too comfeartable.<\\Q> They fail to exert themselves more than they have to and make their businesses dangerously safe. The author proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. He explains what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.<\\P>