“Successful leadership is not about being tough or soft, assertive or sensitive. It’s about having a particular set of attributes … and chief among these attributes is character.” — Warren Bennis
A colleague of mine recalls a time during high school when he admired a certain teacher and even saw him as a potential role model. That potential was quickly lost, however, when the teacher consistently demonstrated that what he said and what he did were two different things.
We’ve all experienced times when we see leaders who don’t walk the talk. That is disastrous for leaders. There is no quicker way to undermine leadership than to say one thing and do another … or even say one thing and have people perceive that you’re doing another.
Of course, leadership development is a journey. The teacher mentioned above was young and may have learned later in life that to be a successful leader of students one must be the right kind of person in addition to having the skills or knowledge to teach an academic subject.
Bill George, former CEO of Medtronic, Harvard Business School professor and co-author of the book, “Finding Your True North: A Personal Guide,” outlines some warning signs that can help identify five potential character “hazards” that can lead to ineffective leadership.
Imposter — Being driven by the fear of “making mistakes and having one’s lack of skill or knowledge exposed.” Avoiding feedback and being selective about one’s sources of input are a few of the signs that this hazard may be imminent.
Rationalizing —When we won’t admit our mistakes for fear of being considered a failure. We see this play out when we don’t hold ourselves accountable for results, play the blame game or talk only about the positive in order to hide our failures.
Glory seekers — Pursue only outward signs of success, don’t give others credit and overstate their own contributions to the organization’s success. Navigating around this hazard includes recognizing that acknowledging others’ contributions in no way diminishes one’s own accomplishments.
Loners — Cut themselves off from feedback, lose perspective and make decisions that are out of touch with stakeholder needs. Listening to and building natural networks with those we serve will keep us from losing touch with their perspectives and needs.
Shooting stars — Move away from what the authors call an “integrated life” by neglecting family, friends, community and their own health and wellness and end up running too fast and not doing their best.
Bennis also adds, “Leadership is … character in action.” If that’s true, it is critical for us — with the help of those we trust — to assess whether or not we see any of the warning signs that these hazards are on the horizon and take the necessary steps to avoid them at all costs. ●
Andy Kanefield
Founder
Dialect Inc., a company that helps organizations improve alignment and translation of organizational identity.
Andy is also the co-author of “Uncommon Sense: One CEO’s Tale of Getting in Sync.” (314) 863-4400
[email protected]
