March 2005 Executive Evolution E-Briefing

Integrity and Courage Are Key Attributes of Leadership

Webster’s defines integrity as “soundness, being unimpaired, firm adherence to a code of moral or artistic values, incorruptibility. Being sound and unimpaired may sound more like something we would apply to the skin of the space shuttle, but if leaders are to soar then they too must be unimpaired and sound. Effectiveness is impaired when leaders are not sound within themselves, because that provides the foundation for integrity. Integrity is an essential attribute for leadership.

In today’s complex and challenging world, leaders are faced with moral and ethical dilemmas every day and, as we have seen, not all of them pass the test. Leaders must ask “What is ethically and morally right in this situation?” “What is the universal principle that should control here?” A leader must have an internal gyroscope that will guide him or her to know what is right and proper.

It is no small task for the leader to pick the right way through this potential mind field. Pressures for a person or company to perform in the short-term intensify the opportunity for making decisions that are expedient, or at least appear to be in the short term, but which are not right morally or ethically.

There are other aspects of integrity that we are familiar with, such as honesty, but how often do we skirt ethical line by withholding that which we know should be brought to light because having it known is inconvenient for us or for the company. Leaders must beware of errors of omission, which are just as much out of integrity as actively lying. An important part of being in integrity is keeping your word to customers, employees, bosses, stockholders, vendors and others you touch. Effective, enlightened leaders live in integrity, even when it is challenging.

Leaders who operate in integrity create the willingness in people to trust and follow them. It is not just in the big things where this is important, but every day in all the little ways. And, while operating in integrity is pragmatic, it is essential to remember that is not the reason for acting in integrity. Integrity is its own reason. We begin by leading ourselves in the right way and setting an example and only then can we make a difference in leading others. People are going to look to the leader to not only set direction, but to set and communicate parameters as to what is, and is not, acceptable in getting there.

What is the role of courage in leadership? Courage is of utmost importance in maintaining integrity. It is no accident that the root word of courage comes from the Latin for “heart”. It is not surprising then that we find courage to be at the heart of all the other traits of effective leaders. Integrity and courage in leadership are a lot like an iceberg. There is always a lot going on under the surface, not just what you can see on the top. Leaders must always be thoroughly in touch with themselves, as well as the people and issues surrounding any decision. There are always the under-the-surface aspects to be considered. Here is what two CEO’s interviewed in the Atlanta, Georgia area had to say about integrity and courage as attributes of leadership.

Ulf Petersson, President, Megadoor, Inc., Peachtree City. Manufactures and installs overhead doors for civilian and military aviation, mining, aerospace and others with similar needs.

“Integrity is incredibly important and it should be in your spine. You must make sure that you don’t have two sets of values, one for yourself and one for your employees. When you have new people coming into the organization, you have to let them know what the values are and make sure they understand. Then the leader has to be a living example. I think that the temptation is there, once you are the leader, to think that you can do as you please and that no one will notice or object.

I think too that there is a lot of talk about being ethical and honest and treating employees and customers right and standing behind the product, but a lot of times companies set a price tag on what’s right and wrong. If there is a problem, then no matter what the cost is of fixing it, you have to do it. You’ve got to decide what your values are and then you have to follow them. Leading by example is the most important thing. You can’t teach one way and do something else.”

L. B. “Bud” Mingledorff, President, Mingledorff’s Inc., Norcross. Carrier HVAC distributor for the state of Georgia since 1939 and one of the largest Carrier distributors in the country

“If you don’t have integrity you cannot do business with companies that have integrity. I would say that as a company, having integrity is not only a moral imperative; it is an intense competitive advantage. It opens an arena of customers to you that are not open to those businesses without integrity. Leadership without integrity is impossible. Integrity should be part of your core values system in the company.

I also subscribe to the belief that your most dangerous employee is a high performer who lacks integrity. Observe yourself and your employees. Character strength is measurable. The first test of a man’s character is what he does when everybody else is seen doing it. If everybody’s doing it, does that make it ok? The answer is no. Character strength and integrity are absolutes.

The second test of character strength is what do you do when you don’t think there’s any chance you’re going to get caught. The third test is what you do when something does go wrong. Look at things that cause people stress. Look at the things that cause business’ stress. Many of them center on a lack of integrity. Integrity centers on the ability to make a commitment and keep it. Integrity will cost you a lot and you’ve got to be willing to pay that price, but the rewards are tremendous.

About courage, a good leader has to have the ability to make tough decisions and also the ability to expect others to make tough decisions. We live in a world of dilemmas. It takes courage to decide to do what’s right and not necessarily what feels good and what is fun at the time. I would also define courage as the ability to take a chance provided that the results impact the common good.”

My heartfelt thanks to these busy CEO’s who took time out of their schedules to speak with me on this subject. As I reflect on my experience of courage, as it relates to leaders and leadership, over many years of working with companies in strategy, team building and executive development, I have observed these things. Great leaders unwaveringly hold a clear vision that illuminates the way for those who follow. This requires courage in the face of doubt, your own and others.

To passionately embrace your vision and values and unflinchingly hold to them, enthusiastically and publicly requires courage. To be authentic requires a special courage for leaders, because being real often means being vulnerable. To live in integrity, holding to what is right and speaking the truth, even in the face of risk or opposition, requires courage.

Nothing is more potent than a clear role model coupled with the coaching and encouragement (literally “to provide with courage”) to do likewise. Courage provides the foundation for all the other traits of enlightened, effective leaders.

Tip of the Month

When making decisions with ethical and moral implications, go beyond your brain, beyond just intellectually thinking through it. Check out your feelings, intuition or wisdom on the issue as well. Whether you think of this as your gut or your heart, or whatever you call that part of you that “has a sense of things” that you might not be able to describe or understand intellectually, it knows things. It pays to listen to that part of you, especially if you have convinced yourself in your head that some decision or action is OK, but that other part of you has a bad or sick feeling about it. Many serious mistakes have been made because of failure to heed “an internal warning”.

Tool of the Month: Reflections on Integrity and Courage for Leaders

Do I live, and openly role model, integrity in all my dealings?

Do I make the morally and ethically right decision regardless of cost or difficulty?

Have I held to my vision and spoken my truth even in the face of challenges?

Have I modeled owning and learning from my mistakes?

Do I have the courage to share of myself authentically?

Does our company have clear values to guide us to make decisions that are not only courageous, but right morally and are all our employees clear about those values?

Do I personally role model values-based courage?

When I consider the decisions I have made and the actions I have taken, can I hold my head high as a leader of courage and integrity?

This Month’s Offer

I am beginning research to find as many role models as possible for proactive, creative, and effective practices by companies in the areas of social responsibility and making a positive impact on the world, either locally or globally. I am interested in examples, resources and contacts in this area other than obvious resources, like books on Amazon.com, though if you have a favorite book on this topic I’d love to hear about that and why.

I am interested in companies who are voluntarily going well beyond the standards of “doing no wrong” and conducting an annual United Way campaign. The first ten (10) people that contact me with a lead or useful information in this area have the option to receive a complimentary 30 minute executive coaching session on an issue of your choice within my areas of expertise. So put on your thinking cap and be in touch!

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