Character Matters in Leading and in Living

For those who do not believe that moral character is the foundation of leadership, perhaps these three quotes from David McCullough’s 1992 book Truman will influence your thinking on this subject.


The first is a statement from General and Secretary of State George C. Marshall made to Truman during a birthday party toast while he was president.


“The full stature of this man will only be proven by history, but I want to say here and now that there has never been a decision made under this man’s administration, affecting policies beyond our shores, that has not been in the best interest of this country. It is not the courage of these decisions that will live, but the integrity of the man.” P. 614 Integrity


Note: What lives on after our career ends and our many decisions are forgotten or changed is our character, our character as a person and as a leader.


This second quote is by President Truman about General and Secretary of State Marshall


“He was a man you could count on to be truthful in every way, and when you find somebody like that, you have to hang on to them.” P.534 Honesty


Note: It was the trust that Truman and Marshall had in the other’s character that kept Marshall from resigning during a huge disagreement over de facto recognition of Israel as a nation in 1947. Had Marshall resigned in protest, as many thought he might do, Truman’s chances for reelection in 1948 would have been doomed. Marshall, while disagreeing with Truman’s decision adamantly, knew Truman was a man of high moral character and that he was acting in the best interest of the country. Marshall told Truman that although he disagreed with the decision he would not publicly disparage him or the decision. Relationships and trust make the difference in effectual leadership, as it did in this situation. When trust and integrity are integral parts of relationships people can disagree agreeably and they do not attempt to destroy each other’s character, reputation, or attempt to mischaracterize their motives.


This last one is part of a letter written by Assistant Secretary of State Dean Acheson to President Truman on Christmas Day 1947.


“But the greatest inspiration, Mr. President, has been the character of you-as President, you as a human being. Perhaps I can say best what is in my heart by telling you that my admiration for you, and my deep affection, have grown steadily since the day you honored me with your trust." P.560 Integrity


Note: You really can’t separate the office, title or rank from the person. Had Truman been of poor character as a man, he could not have been a president of high moral character. A person cannot “be” and “do” inconsistently for long. Sooner rather than later their true self will surface. As you “are” so you “do”. A person can hide poor character through a good reputation for only so long. Then their reputation and their character become one.


Have a great weekend and remember that leadership is from the inside out.

Esse Quam Videri!

Carpe Diem

Arete'

Clean the Inside of the Cup First: Leadership is an Inside-Out Process

I have often written about leadership being an inside out process. The premise being that we cannot be effective leaders without having a strong ethical and moral foundation. A leader has to be an ethical individual if he is to lead ethically. A leader has to be a moral individual if he is to lead morally. The Laws of Nature prohibit any other way. Leaders must have congruency between their heart and their hand. If there is incongruence the real character of the person will sooner, rather than later, rise to top for all to see. The fruits of the heart, whether they are good fruits or bad fruits, will be seen and known by all in due time.


As Stephen Covey tells us in The Speed of Trust the real meaning of integrity is when there is no gap between intent and behavior, or has I stated above, between heart and hand. Leaders who have this “sameness” or congruency walk their talk. There is no duplicity or hypocrisy. Their leadership behaviors are founded upon their true values and principles from which is no variation or deviation.


Leadership development must therefore be an inside out process as well. It is the duty of organizations to help their leaders clarify personal and organizational values and beliefs. It is the foundation for developing organizational leaders of the future. Teaching rules, regulations, policy and procedure will get you only so far. Rules cannot replace character. In developing our organizational leaders we should help them to clarify, within their own minds and hearts, three things:


• What do they truly believe?
• What are they willing to do about the things they believe?
• How are they going to lead based upon those beliefs?


Again, leadership and leadership development is an inside out process. I recently read a couple of Bible verses from the book of Matthew that seem to make this point very well. See what you think!


Ye blind guides, which strain at a gnat, and swallow a camel.
Woe unto you, scribes and Pharisees, hypocrites! for ye make clean the outside of the cup and of the platter, but within they are full of extortion and excess.

Thou blind Pharisee, cleanse first that which is within the cup and platter, that the outside of them may be clean also.

Woe unto you, scribes and Pharisees, hypocrites! for ye are like unto whited sepulchers, which indeed appear beautiful outward, but are within full of dead men’s bones, and of all uncleanness.
Even so ye also outwardly appear righteous unto men, but within ye are full of hypocrisy and iniquity. Matthew 23: 24-28 (KJV)


I might as well just throw in the following to reinforce the point that we cannot live or lead a lie!
For every tree is known by his own fruit. For of thorns men do not gather figs, nor of a bramble bush gather they grapes. Luke 6:44 (KJV)


I will close here as the greatest Leader of all has spoken, and who am I to add or subtract from it?


Esse Quam Videri!

Carpe Diem

Arete'

Great Quote by Warren Buffett, CEO Berkshire Hathaway

Warren Buffett

"I look for three things in hiring people.  The first is personal integrity, the second is intelligence, and the third is a high energy level.  But, if you don't have the first, the other two will kill you."

Integrity: Doing the Right Thing Even When It Hurts!

Stephen M. R. Covey, in his book, The Speed of Trust, tells a great story that really demonstrates and defines integrity. The story is about the tennis champion Andy Roddick. Roddick was playing in the 2005 Italia Masters tournament in Rome. His competitor was Fernando Verdasco. In the third round it was game point in favor of Roddick. On the second serve by Verdasco, the line judge ruled the serve shot “out.” Victory Roddick! The spectators began to cheer wildly for Roddick and Verdasco began his walk to the net to congratulate Roddick. With Roddick’s up close view he knew the shot was in and he refused to accept the judge’s call. Instead he pointed out to the judge’s attention a small indention on the clay court that the ball made as it bounced away. The judge agreed based upon the indention that the shot was indeed in play. He reversed his call, the point was given to Verdasco and the match continued. At the conclusion of the match Verdasco defeated Roddick.


Everyone was shocked and amazed at Roddick’s action. Tennis is a game that is not typically played upon the honor system but on the umpire’s judgment calls. Fans could not believe what they just saw. Roddick obviously did not want to win at any price. The price for him to accept the judge’s initial call and claim victory would have been a loss of personal integrity. He could have easily accepted the initial call and taken the victory. If he had, no one could have accused him of failing to follow the rules of the game or cheating. What he did was extraneous to the rules and ethics of tennis. But to have done differently he would have violated the rules of the game of life that he had chosen to live by. To accept the bad call by saying nothing, he would have lost self respect and self credibility. For Roddick the price was too high to pay.


As leaders it is important to do what is right, always, every time. Likewise we should understand that doing “what is right” is not always the same as doing “the right thing.” Warren Bennis who consulted with the Los Angeles Police Department years ago on police effectiveness determined that one of the biggest problems within the law enforcement profession was that police officers were so concerned about doing the right thing that they often failed to do what was right. I would say that is something worth thinking about and considering. Is this observation by Bennis true today in our organizations? Is it true of our own leadership behaviors?


I believe as does Bennis, that there is often a world of difference between “doing what is right” and “doing the right thing.” The Roddick example above clearly demonstrates that. Roddick could have chosen not to say anything to correct the bad call by the umpire. It was not a requirement of the game. If he had chosen not to say anything, based upon the ethics of the game of tennis, no one could contest that he won by doing the right thing. In other words, he would have won by following the rules of the game. He did not cheat. But, would he have truly been a winner? Roddick did not think so. I do not think so either and I am glad he chose the high road and did what was right rather than the right thing. What a wonderful example of integrity he gave us by choosing the hard right over the easy wrong, or perhaps I should say over the easy right. By doing “what was right” instead of doing “the right thing” he became a winner regardless of the outcome of the match. Following the rules of the game consisted, in this situation, “doing the right thing” but correcting the error and following the higher moral value of absolute personal honesty was a tremendous example of “doing what was right.”


Another example of doing what is right and doing the right thing is a scene from the Robert Redford movie, The Legend of Bagger Vance. The movie’s main scene is the golf tournament finale between two golfing greats Bobby Jones, Walter Hagen and a third unknown and underdog player, the fictional Rannulph Junah. Junah had a chance at the end to pull off a miracle and defeat two of the games’ greatest players. But as he was preparing for a shot he accidently moved his ball about an inch. No one saw it except Junah. He could have chosen to not mention it, played the shot and perhaps won the tournament easily. Instead he reported it to the officials and was properly penalized a stroke. He did what was right and the right thing according to the ethics of golf.


I remember watching this scene and seeing the small boy who had befriended Junah standing nearby. He was crying and asking Junah why was he going to report the incident knowing it could very well cost him a victory. Junah explained that it was the right thing to do and that winning is not everything or the most important thing. Winning with honor, fairly and squarely, is the only way to win. It is the only way to live, too. What a great but difficult lesson about personal integrity that young man learned that day along with the many thousands who watched the movie.


The great basketball coach John Wooden tells us, “A person who values winning above anything will do anything to win. And such people are threats to their organizations.” To Wooden character mattered greatly. He taught his coaches and players to, “Never lie; never cheat; never steal. Don’t whine; don’t complain; don’t make excuses.” A great lesson, one perhaps many athletic programs and organizations today could benefit from and should follow.


Remember to always “do what is right”, even when it hurts. It might not always be the same as “doing the right thing”. Learn to discern the difference and become a more credible and trustworthy leader.


Leaderup and have a great and safe week.


Esse Quam Videri!

Carpe Diem

Arete'

Michael Josephson Commentary: The Cowboy Code 695.1

Gene Autry

This is another good post by Michael Josephson. The link is at the bottom.  It is a list of principles written by one of the great TV cowboys of all time, Gene Autry. If Gene said it, it must be right! There are far too few men like Gene Autry these days! I hope you enjoy it.

There is also a book by James P. Owen about cowboy values and western ethics that I would highly recommend to you. It is titled, "Cowboy Ethics: What Wall Street Can Learn from the Code of the West." The book has very little to do about Wall Street except that the author is a Wall Street veteran. It is applicable to any industry or profession. It is full of beautiful photographs by David R. Stoecklein, a renowned western photographer. Also it has wonderful poems by Red Steagall, the excellent cowboy poet. The Code of the West written about in this book are:

1. Live each day with Courage
2. Take pride in your Work
3. Always Finish what your start
4. Do What has to be Done
5. Be Tough, be Fair
6. When you Make a Promise, Keep it.
7. Ride for the Brand
8, Talk Less and Say More
9. Remember that Some Things Aren't for Sale
10. Know there to Draw the Line.

It is worth the time and money to get this book.  The beautiful pictures are worth the cost. 


Michael Josephson Commentary: The Cowboy Code 695.1

Esse Quam Videri!


Carpe Diem

Arete'

The Do-Right Mind

The link below is to an interesting article found in the Burlington TimesNews this morning.  I think you might enjoy it.  Sometimes, I think we tend to over complicate character and leadership development.  I know I am guilty of it.  This article addresses integrity and character development in a simple but wise manner. 


Everything doesn't have to be complicated to be of great worth.  A great lesson from this article is that there is a lesson to be learned from just about everyone we come in contact with, the great and the not so great (in worldly terms).  I learned some of the greatest lessons about life from my grandfather who had only a 6th grade education.  But he was very wise.  I bet you know people like that too. This article introduces us to us a person.  

http://e.thetimesnews.com/Olive/ODE/BurlingtonTimes/LandingPage/LandingPage.aspx?href=QlVSLzIwMTAvMTAvMDM.&pageno=NQ..&entity=QXIwMDUwMg..&view=ZW50aXR5

Developing and Growing Organizational Character

The first step in developing and growing a definitive and identifiable organizational character is the establishment and adherence to a set of core values. The core values should come from stakeholders inside and outside the organization. This is especially true for public sector organizations. In privately owned companies, the argument can be made that the owner of the company should be the author of the core values, since it is his company. It goes without saying that public sector organizations are different in that there is not just one owner but many. Even in a private company a wise business owner should give considerable attention to the thoughts and ideas of his stakeholders when deciding upon company core values. He would also be wise to consider them “owners” too, and make them feel an intricate part of the organization.


The days of employee inclusion is here and the days of autocratic management are gone. Organizations today are competing for qualified employees from a much smaller talent pool. There are many more available choices for employees today than in the past, the current recession excepted of course. With the vast amount of information available to potential employees today, they can pick and choose between competing organizations for their services. They vote with their feet. Although salary and benefits are very important to people, it is becoming more important to them to be identified with organizations that mirror their personal core values. It is therefore very important to consider employee input when considering core value identification, whether in the public or private sector. Employees, more than ever, want to feel they are a part of something larger and grander than just having a job.


The internal stakeholders are easily identified, but considerable effort should be made to identify the external stakeholders. A general rule of thumb is that anyone who is directly influenced or affected by the decisions and actions of the organization should be considered stakeholders. Similarly those outside the organization who influence the organization itself are also considered stakeholders.


When considering core values organizational leaders and members of the organization should give quality time to answer the following questions. These questions are not intended to be an all inclusive list for a survey, but should serve as a guide and should be the central theme behind a survey regarding the identity of core values of an organization.


• Who are we as an organization?
• How do we want to be known as an organization?
• What do we really believe as an organization?
• What do we want to stand for as an organization?
• How do we want to conduct ourselves?
• What standards do we want to be measured and judged by?


A rephrasing of these questions would make them appropriate for seeking the thoughts and ideas of external stakeholders regarding core values that they expect from our organization. Once all stakeholders are surveyed the leadership can begin to put together organizational core values that will precisely identify the type of organization the stakeholders want and expect.


Organizations should be careful to select only the core values that they can be loyal to and comply with regardless of circumstances. If core values are not internalized and committed to by the vast majority of members then they will not serve the purpose for which they were developed; to give boundaries to how business is conducted and to develop an organizational character or reputation everyone can be proud of.


Core values must be lived constantly by everyone within the organization. The constant and steady adherence to core values gives the organization and its leadership predictability. Over time the constant behavior in complete alignment with the core values becomes who they are; it becomes their organizational and leadership character. As the organization lives the core values daily under all situations, but especially difficult times, the values will be a benchmark for others to judge all future behavior and decisions. It is of utmost importance that the leadership team lives by the core values everyday and in every circumstance. There cannot be exceptions, they must set the example. Leaders cannot lead if they do not walk their talk. A leader cannot lead by directing the behaviors of his team in a manner that is inconsistent with his own behavior. Leadership behaviors must be aligned with organizational core values. Leading by example is one of the bedrock principles of effective and character based leadership. Development of core values will be dead upon arrival without the leaders adhering to them. Doing what is right even when the cost is more than we want to pay is one of the best definitions of integrity. The story below is about Gandhi. It is an excellent example of character based authentic leadership and about maintaining a perfect alignment between core values and leadership behaviors. Enjoy!


Years ago in India, a mother and her diabetic child travelled an exhausting 12 hours by train to see Gandhi. The mother wanted Gandhi to tell her son to stop eating sugar since he seem addicted to it and it was detrimental to his health being diabetic. After arriving and standing in line in the hot sun for several hours they finally got to see Gandhi. After the mother explained to Gandhi the purpose for the trip, Gandhi told them to go home and come back in six weeks. At the conclusion of the six week period the mother and child made the same difficult trip to see Gandhi again. As before, they had to stand in line a considerably long time under a blistering sun before finally getting to talk with Gandhi. The mother reminded Gandhi of the previous trip and his instructions, and they have now returned for his help. Gandhi, giving his full attention to the boy, shouted, “STOP EATING SUGAR!” The mother being quite complex told Gandhi that he could have said that on the first visit and saved them from having to make the second difficult trip. Gandhi replied, “No Madam, I could not, because six weeks ago I too craved sugar.”

Organizations, their leaders, and subordinates must know what they believe in and stand for. They must live it daily by their behaviors. Their decisions must be based upon organizational core values. They must lead authentically and without duplicity of character. It just will not work any other way. Only when we live and lead by our core values will we develop the individual and organizational character we desire to have, want to be known by and one which we can be proud of.


One final thought on this subject. Once an organization establishes it core values and the vast majority of employees buy into them a culture of moral and ethical character will begin to develop and grow. The moral culture will become so strong and ingrained that it will pressure those who cannot or will not adhere out of the organization. It will also serve as a moral magnet to draw into the organization those who admire its ethical qualities and those who would be proud to be associated with others who live, believe and think the same way. All of this takes time and effort, but it is only sure way to ensure ethical predictability by everyone within an organization.


Crisis of Character – Building Corporate Reputation in the Age of Skepticism, (2009) by Peter Firestein was used as a primary source for this article.


Esse Quam Videri!

Carpe Diem
Arete'

More Rules Will Not Necessarily Make You More Ethical

The Michael Josephson commentary linked below is a very interesting one. It discusses the concept that rules cannot make a person ethical or good. I suspect most people would agree with that, but what is the first thing we tend to do when we discover an ethical crisis in our organizations? Is it not to make more policies, regulations, and rules? Not only do we make additional rules, but don’t we tend to stand up tall and straight and stick out our chest and say to one and all, "Break these rules and we will fire you; if you don’t believe us, just try us; we are not going to tolerate this mess!" Have you ever heard this kind of nonsense before? I have, too many times to count.

The point Mr. Josephson makes in his commentary is that what organizations need to do, along with having values guiding policies, is develop an organizational culture of ethical behavior. A culture where ethical behavior is not only expected and demanded, but is a predictable certainty. A culture where anything but ethical behavior would be a surprise and shock throughout the organization.

Since ethical behavior is character based it must be a mutually inclusive way of living and doing business, i.e., personal and professional oneness. It is a culture where leaders (we are all leaders of ethical behavior) throughout the organization do the right things themselves thus modeling the right way. The way of knowing, doing and becoming. Character (being) results from a thorough knowledge (knowing) what is right and wrong behavior plus a continuing and willful choice to do what is right (doing). Rules are needed but will not work without good character.

To develop an ethical culture in our organizations we must continually train and develop our people to know, to do and to become. Modeling ethical behaviors is the best way to teach them and to aid in character development. The more an individual sees and repeats observed ethical behaviors, the more he develops an ethical and virtuous character. Repetition of right behavior becomes a habit and our habits become our character. We know, we do and we become.

Remember that transformational leadership, as well as effective following, is an inside-out process. The quality of our leadership depends upon the quality of our character. We cannot be effective leaders without being of good character. The quality of our organizations depends upon the cumulative quality of the character of all leaders and subordinates within the organization. Becoming a leader of character is impossible until we learn to love the right and hate the wrong, and act accordingly. Yes, it is a tough job being a leader, but who promised us it would be easy?


Please read the commentary linked below.


Michael Josephson Commentary: Ethics Codes Don't Make People Ethical 684.1

Your Lying Eyes Will Tell On You

Presently I am reading The Law of Success by Napoleon Hill. What is very special about this book is it is the original 1925 edition. In fact for years in was believed that the 1928 version was the original. I have read other modern printings of this book in the past but this is the original version and contains quite a bit more than the later editions. Mr. Hill had only 118 copies of the first edition printed to give to a limited number of his friends and associates such a Ford, Rockefeller, Edison and others. In 2006, Orne Publishing found the only known copy still in existence of the original 1925 book at a rare bookseller in Arkansas and bought the publishing rights.  It is one of the most influential books on personal achievement ever written. Below are a few of the comments that are posted on the website that sells this book.

"My Dear Mr. Hill: Allow me to express my appreciation of the compliment you have paid me in sending me the original manuscript of The Law of Success. I can see you have spent a great deal of time and thought in its preparation. Your philosophy is sound and you are to be congratulated for sticking to your work over so long a period of years. Your students...will be amply rewarded for their labor."


– Thomas A. Edison, Famous inventor, Scientist

"Dear Mr. Hill, I have now had an opportunity to finish reading The Law of Success, and I wish to express my appreciation of the splendid work you have done in this philosophy. It would be helpful if every politician in the country would assimilate and apply the 15 principles upon which The Law of Success is based. It contains some very fine material, which every leader in every walk of life should understand."

– William H. Taft, Former President of the United States and Chief Justice

"The cogent advice articulated by Napoleon Hill is as relevant and pertinent today as the day it was written."

– Donald R. Keough Former President and CEO of Coca-Cola, now Chairman of Allen & Company, Inc.

If you are interested in learning more about this book or purchase it click here.

In lesson nine, Mr. Hill discusses having an attractive personality as a requisite for success. He discusses how the most important element of one’s personality is having a sound, positive character. I believe he is right-on with his teaching on this subject.

Why is character such an important part of success? Can you hide your character, i.e., your persona, who you really are at the core of your being? Can you wear a mask to disguise your true heart? Can you fool the masses? Can you live a lie? Can you lead others and they not know who and what your really are? Napoleon Hill says no and I concur. Here’s why!

Mr. Hill says that your character is very observable by most people who take the time or care to notice. Have you ever met someone and immediately got that instinctive gut feeling that the person is not trustworthy or is lacking in some other area of their character? Have you ever met a person and were immediately ‘turned off’ by that ‘something’ in their personality? Have you ever felt a little wheeze during a first meeting and very soon thereafter discover that this acquaintance was not who and what they said they were? I have and I suspect you have too on many occasions. To quote Napoleon Hill,

You may embellish yourself with clothes of the neatest and latest design and conduct yourself in a most pleasing manner as far as outward appearances go, but if there is greed, envy, hatred, jealousy, avarice, and selfishness in your heart, you will never attract any, except those whose characters harmonize within your own. Like attracts like, and you may be sure, therefore, that those who are attracted to you are those whose inward nature parallel your own.

I believe a person’s eyes are the gateway to the heart. You can tell a lot about the content of one’s heart by reading their eyes. If there is a true genuineness of purpose within the heart of a person and they live by Godly moral values their eyes will shine with the warmth of their virtuous heart. Paradoxically, if there is a self-interested purpose in the heart and they are of poor moral character the eyes will give notice to the keen observer that something is dark and amiss.

Matthew 6:22-23 tells us,

The eye is the lamp of the body. If your eyes are good, your whole body will be full of light. But if your eyes are bad, your whole body will be full of darkness. If then the light within you is darkness, how great is that darkness!

The same thing to some degree can be said about a handshake, a smile, and the tone of the voice. Is the handshake firm, controlled? Is the smile warm and inviting? Are the tone, reflection, and volume of the voice reflecting confidence and honesty and uprightness of character?

Mr. Hill teaches that every shady transaction you are part of, every negative thought in your mind, and very destructive behavior in which you indulge will destroy that ‘subtle something’ in your heart that is known as character. I submit that each time an individual takes part in such devious actions a small part of his false persona deteriorates and over time his real character is written upon his forehead for all to see.

Mr. Hill quotes the great Emerson regarding this thought.

There is confession in the glances of our eyes; in our smiles; in salutations; in the grasp of the hands. His sin bedaubs him, mars all his good impression. Men know not why they do not trust him, but they do not trust him. His vice glasses his eyes, demeans his cheek, pinches the nose, sets the mark of beast on the back of the head, and writes, “O fool! Fool” on the forehead of a king.

What this message teaches us, as leaders, is that if you and I are to be effective and influential as leaders, we must have a genuine and right purpose for those whom we lead. We must have noble intentions and a true sense of caring for others. Others will not follow voluntarily until they know how much we care about them. They want care how much you know until they know how much you care! What is in our heart reflects the content of our character and will be read in our eyes, our smile, our handshake, and our voice by those we lead.

If your team does not trust you they will follow you only as far as is mandatory. They will follow based solely upon your positional authority. Due to a lack of moral authority of the leader, the team will do only what they have to do and no more. They will not go above and beyond that which is mandated by law, policy, or procedures. This will lead to mediocrity in mission results and to failed or limited leadership on the part of the leader.

Teachable Takeaways

• “Why would you follow somebody around a corner? Or up the hill? Or into a dark room? The reason is trust.” Collin Powell

• All great leaders base their leadership upon a genuineness of purpose and high moral character.

• People recognize strong character and will follow a leader of high integrity, honor and one with a selfish sense of duty.

• The content of your character cannot be hidden. Your persona will permit others to read you like a book.

• You can fool some of the people some of the time, but you can’t fool all the people all the time.

Esse Quam Videri!

Carpe Diem!

Napoleon Hill

TWO WOLVES - A LESSON IN CHARACTER AND LEADERSHIP

One evening an old Cherokee told his grandson about a battle that goes on inside people.

He said, "My son, the battle is between two wolves inside us all.

"One is Evil - It is anger, envy, jealousy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego.

"The other is Good - It is joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, compassion and faith."

The grandson thought about it for a minute and then asked his grandfather: "Which wolf wins?"

The old Cherokee simply replied, "The one you feed."

We will become effective leaders in direct proportion to how we develop the Godly character traits as exemplified above by the good wolf. As we develop the traits of joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, compassion and faith, and purge the evil traits of anger, envy, jealousy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, and ego, we will grow as decent human beings and have the capability to be morally principled leaders. Only by living well can we lead well, and be worthy of the sublime title of “leader”.

You may be reading this and saying to yourself, “I am not a leader; I don’t supervise any one.” Would you agree that even if a person is not a leader of others, he is always the leader of himself? I believe so! But, if you really think about it, aren’t we all leaders and influencers of others on some level in our personal and professional lives? I believe we are unless we are a hermit and live with no contact with other human beings. Other people are always watching us and scrutinizing our behaviors. The example and influence we project by our behaviors is either positive or negative, and it is leadership good or bad.

Will the people in your sphere of leadership and influence see you as the good wolf or the evil wolf? Will others want to join your “pack”? What kind of pack will it be? Either way you go in this life you will have a pack, but the type of pack you get is your choice. You choose by deciding, “Which wolf am I going to feed?

Golden Nugget Takeaways:

• If you can’t lead yourself, you can’t lead others.

• We are all leaders.

• Leaders are learners and continually develop themselves with both external skills and internal character traits.

• Like attracts like.

• As we live we lead.

• As we lead we live.

• You have choices and choices have consequences

Esse Quam Videri!
Carpe Diem!

Leaders With Character Do What is Right Even When No One is Watching

The article that is linked below is a tremendous teachable example of leadership integrity. The article is about the East Carolina University football program. The Athletic Director, Terry Holland, became aware of a NCAA violation by an assistant coach. The coach was reportedly observing and evaluating players during voluntary summer workouts in direct violation of NCAA rules. When questioned by Holland, the coach admitted to the violation and resigned his position to avoid a distraction to the team.

Holland said that the school will notify the NCAA of the violation and will fully cooperate with the investigation. In the Times News newspaper article, head football coach McNeill stated,

“This is certainly an unfortunate development, but integrity will be the foundation of our program. We are going to comply with the spirit and letter of NCAA rules at East Carolina. I expect my players to do the right thing… and I demand my coaches to do the same. As head football coach, failure to comply with NCAA rules will not be tolerated.”

What an exemplary life lesson for anyone aspiring to be a person of high moral character and a leader of integrity.

It appears that this violation was one known only to the inner circle of the football program and the Athletic Director’s office. It would have been easy for Holland and Coach McNeill to tell their staff to “let’s keep this quiet and no one will find out about it”. They would probably have been scot-free. Obviously this was not an option since AD Holland and Coach McNeill obviously run an integrity based athletic operation at East Carolina. It takes character to turn your own self and program in to the authorities when in all likelihood the violation could have been contained.


I submit that what will be gained by this act of integrity by all involved will be greater by far than the penalties they may received. Think about the character lesson the players from all the athletics programs at the university have learned from the actions of these men of integrity and courage. I tend to believe they, and anyone else willing to learn from this incident, will carry this example of character-based leadership with them for their entire lives. Perhaps it will lead them, and us, to do the right thing even when no one else will ever find out. A popular definition of integrity is just that: doing the right thing when no one is watching.

Golden Nuggets for Consideration:

• Leading with character requires the leader to have a zero tolerance for unethical behaviors by themselves and anyone under their influence.

• If you are not willing to lie about what you do, then you are less likely to do anything that might put you in a position where you are tempted to lie.

• If you make a mistake, do the right things, own up to it, take your medicine, learn from it, and move on promising yourself never to make that mistake again.
• To demand and expect integrity from others you must exemplify it with your own behaviors.


• Remember that your character is who you really are, verses your reputation, which is who others think you are. Over time the two will either converge or diverge depending upon your integrity or the lack thereof. The choice is our own!

Leadership

No written word nor spoken plea,

Can teach your team what they should be,

Nor all the books on all the shelves,

It’s what the leader is himself.

John Wooden

Listen to a news conference of Coach McNeil’s announcement as the new ECU football coach

http://www.cstv.com/printable/schools/ecu/sports/m-footbl/spec-rel/welcome-coach-mcneill.html
Read the news article published in the Times News

http://www.thetimesnews.com/sports/violations-35649-coach-amid.html

Esse Quam Videri!                                             

Carpe Diem