Real Leaders Don't Boss Page 14
Employers and employees can benefit from outside and community leadership programs. Not only do the programs create a leadership pipeline, but program graduates become more effective mentors to coworkers, too.
Chapter 7
Real Leaders Know the Difference Between Character and Integrity
Integrity has no need of rules.
—Albert Camus
Real leadership is a 24/7 job that encompasses all a leader stands for and all that he or she does privately as well as publicly. Not only must a leader embody the Eight Essentials of Effective Leadership, but he or she also must be a stalwart of integrity and character. Being a real leader is a complex and challenging proposition that only the very committed can achieve successfully.
How the Mighty Have Fallen
In today’s competitive marketplace, any indiscretion of character or slip-up in integrity—real or perceived by others—can seriously jeopardize the success of a company or individual. A single incident can overshadow an otherwise-stellar career and seriously damage the reputation of an organization or person, destroying years of image-building and shattering the brand as a result. Think about how Tiger Woods damaged his personal reputation and business brand because of the highly publicized infidelities to his wife. Remember how Toyota’s stellar reputation was seemingly tarnished because of massive, seemingly endless vehicle recalls? How does the public view the integrity of our government after seeing one U.S. Congressperson after another embroiled in various ethics scandals? Remember how much heat British Petroleum took in the wake of the Deepwater Horizon explosion and subsequent catastrophic oil spill in the Gulf of Mexico? The reputation of each has been severely tarnished, possibly beyond repair in some cases.
Distant and recent history are full of missteps and hard lessons learned by individuals, companies, and corporations that somewhere along the way failed to live up to the challenge of maintaining strong character and sterling integrity. Some people and companies recover; some do not. For those who do recover, the process can be a long and arduous road that often sees them falling short of past glories. That is why it is so important for businesses—large and small, and from the top leaders down—to protect their brand by preserving and fostering the character and integrity not only of their leaders, but also of all their employees.
Even momentary slip-ups often can derail top leaders. Paul Levy of Harvard’s medical center was a highly sought-after real leader with impeccable character, high integrity, and across-the-board strengths. But he momentarily lost sight of the importance of living the leadership tenets and reportedly had a relationship with an employee that was deemed by others as inappropriate. Whatever the relationship involved, and whether it was inappropriate or not, does not matter. Levy’s troops lost trust in him as a leader, and he eventually stepped down from his post.
All it takes is one indiscretion to destroy—or at the very least raise problems with—the trust people have in you. As a real leader, you must never lose sight of or touch with integrity, honesty, and impeccable character. If you have any doubts about an action, don’t do it, because chances are if you have doubts, so will others. And, most of all, never place yourself above and beyond those around you. You and your actions are accountable, period. Benjamin Franklin said the same thing more than 200 years ago: “It takes many good deeds to build a good reputation and only one bad one to lose it.”
The Character Link
Character is the bedrock of leadership development. Those in leadership roles must have high moral standing and irreproachable ethics. After all, these leaders are charged with teaching, influencing, and molding those who work with them, for them, and around them. No one wants to lose such a position of trust because of tainted ethics and morals.
As a society, we currently place a high value on well-known personalities and celebrities. These are today’s “heroes,” if you will, though they often do not adhere to any moral or ethical standards of behavior. We do not require them to. But if our heroes—whose behavior we often model—fall short, we very well may fall short, too. Fortunately for all of us, true heroes still exist, though frequently lesser known, who do model admirable ethics and morals, as well as integrity, strength, and humility. It is important—for companies and individuals—not to lose sight of these lesser-known, but nonetheless true heroes and their accomplishments.
“The top three requirements of a great leader are character, character, character,” says Michael Bradbury. “I know there are those who will point to former President Bill Clinton and say that he accomplished great things as president despite having affairs in the White House, so character is not important. Despite this anomaly, the public puts a high premium on integrity for its leaders....”1
The University of Michigan’s David Brandon, whose insights you read in Chapter 5, says people are defined by the character they show during times of adversity and challenge. “It’s easy to show high character when everything is going well and according to plan.”2 Whether in business, sports, or when dealing with more personal issues, a person’s character is put to the test when things go wrong and the pressure mounts. The leaders I respect most are the ones who remained calm, focused, and selfless during times of duress, and made the right decisions rather than the easy or popular decisions. David Brandon once told me, “J.C. Watts had it right when he said, ‘Character is doing the right thing when nobody’s looking. There are too many people who think that the only thing that’s right is to get by, and the only thing that’s wrong is to get caught.’”3
The Integrity Model
Integrity is not the same as character. Every organization has its own character and culture, just as every individual has character. Character defines each of us, our values, where our moral compass lands, and how we respond when challenged by ethical conflicts. It dictates whether or not we do the right thing when no one is watching, and what principles and beliefs we endow to future generations. In short, it is who we are, and who we have the potential to be as real leaders.
Integrity is doing what you say you will do, but if you can’t follow through, then admitting it to yourself and to others. “Integrity is the end result of someone who shows great character,” says David Brandon. “Show me someone who is of high character, is totally honest, plays by the rules (even if he or she disagrees with them), and refuses to put their own interests ahead of others...and, I will show you someone who conducts themselves with great integrity.”4
The Foible Factor
Real leaders, like everyone else, make mistakes. The difference between real leaders and bosses is that, although real leaders work hard to avoid mistakes, they’re quick to admit when they’ve slipped up, and then they move on. Bosses either deny mistakes entirely or point the finger at someone else. And woe to the employee who makes a mistake; a boss isn’t likely to let him or her forget it—ever.
Arnold Schwarzenegger, former governor of California, was a change maker, considered the penultimate businessman and real leader while in office. Shortly after his run as governor ended, though, he admitted to an extramarital affair and that he had fathered a child 10 years earlier during that affair. Time will tell whether his admission can repair his reputation.
During the summer of 2010, then–Detroit Tigers pitcher Armando Galarraga displayed a rare form of class, dignity, and forgiveness when he lost his bid for a perfect game against the Cleveland Indians with two outs in the top of the ninth inning. Galarraga completed the play that would have clinched his perfect game, but the umpire mistakenly called the hitter safe at first base. Rather than protesting the call or, worse, casting dispersions on the umpire, Galarraga accepted the umpire’s apology. He realized that the umpire knew he had made the wrong call, which cost Galarraga his perfect game and early entry into the baseball Hall of Fame. As Galarraga later commented, “Everyone makes mistakes.”
When the Truth Will Not Do
Even though truth is the guidepost and the goal, there are instances when a real leade
r cannot and should not always tell the whole truth. For example, if a company is getting ready to launch a new product or has a new branding strategy, exposing the launch date or the details of the strategy and its implementation could compromise or jeopardize the venture’s success. If a leader is a good communicator, his or her staff will recognize the delicacy in the situation and the importance of maintaining “classified” information. However, to further ensure confidentiality, it’s best to be ambiguous in reference to launch dates and other related proprietary information. Ambiguity also has a place when, for example, a CEO is interviewed on a topic that—if he or she were fully candid—could give the competition an edge. In a case like that, honesty is important, but full disclosure would be a breach of integrity.
Ventura County attorney Michael Bradbury agrees that honesty is important, above all else. “It has been my experience that being forthright with the reporter regarding the reason why you cannot fully discuss the matter is a sound approach,” he says. “The experienced reporters can spot an effort to sidestep or obfuscate pretty quickly and if they believe a person is lying or being disingenuous, they typically find a way to imply in the story that the interviewee was less than cooperative/truthful.... Bottom line, being honest and up front about not being able to discuss the matter may not win you any immediate points with the reporter but he/she will continue to respect and trust you, which will pay dividends in the long run,” adds Bradbury.5
The Less-Traveled Road
Integrity does not always mandate that a leader takes the popular approach. In fact, integrity often means just the opposite. Admiral Zumwalt personified integrity when he chose to go against convention—despite the protestation of many others in his ranks—to modernize the U.S. Navy’s approach to its personnel. Harold Edwards of Limoneira chose a path unpopular with his peers when he took the helm of a company that was trying to live on past glories and opted to lead it into the 21st century by returning it to its roots of sustainability and stewardship.
As a real leader, you must be willing to assume the role of trailblazer and change agent. That means stepping out of your comfort zone and facilitating your organization’s success. After carefully weighing pros and cons, real leaders will pursue a course of action because they truly believe in it—even if it’s at odds with conventional wisdom. They’ll also work to remove roadblocks to their team’s success.
Carol Tomlinson-Keasey, founding chancellor of the University of California–Merced, was a dynamic change agent willing to tackle challenges no matter the obstacles or roadblocks in her path, and there were many formidable ones (including a battle with cancer, which she eventually lost). Her school, the 10th campus in the UC system, and the first new U.S. research university in the 21st century, is located in the San Joaquin Valley near Yosemite National Park. The fact that the campus was built is a testament to the real leadership of Tomlinson-Keasey, who needed every bit of her indefatigable spirit, positive energy, and “can-do” approach to work with three different California gubernatorial administrations and deal with controversy over the location of the campus. Many prominent Californians wanted the school in Fresno or elsewhere in the state. Construction, too, was hampered by environmental issues and limited state funding. But Tomlinson-Keasey was a real trailblazer, and the students who took her promise of higher education to heart were true pioneers. I was privileged to serve on the founding board of trustees of the University of California–Merced Foundation, and when the campus opened in 2005, it had received more endowed professorships and other large donations than many colleges that had been in existence for more than 100 years.
Take on the Tough Issues
Unlike Tomlinson-Keasey, many of today’s CEOs, campus presidents, and corporate leaders shy away from the big issues and challenges. They fail to take on the controversial topics or take a stand on issues outside their organization or business. They fall short on their convictions and, in the process, they fall short as leaders. In many cases, fear of reprisal—either from the boardroom, peers, or their communities—prevents people in authority from acting boldly as real leaders. In other cases, a lack of courage undermines the will of a would-be leader.
Jackie Robinson, my first hero, did not suffer from a lack of courage and conviction. The first African-American to play Major League Baseball in the 20th century, Robinson knew no bounds when it came to leadership. He was one who led by his feats, not his mouth. He did not merely carry the torch against discrimination—he lit it.
Robinson stood tall with poise, courage, and determination while breaking the color barrier in Major League Baseball. He was constantly confronted with death threats. Opposing teams also threatened to strike because they did not want to play against his team, the Brooklyn Dodgers, who broke convention by allowing in a member who was African American. Robinson was spit on by players, and endured racial epithets from fans and players alike. His conviction—that of a real leader—was truly remarkable. It didn’t take long for him to win the league over: that same year, Robinson was awarded Rookie of the Year, and just two years later he was voted baseball’s Most Valuable Player. As Roger Kahn wrote in The Boys of Summer, Jackie Robinson “bore the burden of a pioneer and the weight made him stronger.”6
But even Robinson did not do it alone. Harold “Pee Wee” Reese, the Dodgers’ shortstop, team captain, and another of my early heroes, stood shoulder to shoulder with Robinson when the going got tough. Together he and Robinson were a project team with plenty of pennant success to their credit. During one especially raucous game in 1947, Reese (whose southern roots were in Louisville, Kentucky) put his arm around Robinson in front of the crowd to show the world his acceptance and support for his rookie teammate.
Robinson’s character was of such impressive quality that he was posthumously awarded both the Presidential Medal of Freedom and the Congressional Gold Medal—not too shabby for a guy who played baseball for a living!
Real leaders like Jackie Robinson have a lasting impact inside their organizations and often on the public stage outside their institutions. That is a measure of their success. Those impacts come from the creation of an ongoing culture of real leaders, as a result of their actions, and in changes—large or small—that live well past their tenure with an organization.
Beyond Minor Slip-Ups
Trust is what makes a team work. A combination of integrity and character, trust is essential to organizational success. Without the forward momentum that comes with trust, progress grinds quickly to a halt.
History may judge 2008 and 2009 (2010 and 2011 may qualify, too) as “The Scandal Years”—the period of time that shattered the capitalistic bubble, and left the rest of the leadership world with the daunting challenge of how to rebuild trust in capitalism and business. What could have so thoroughly influenced the American corporation’s fall from grace? A series of boss-like actions committed by leaders are in large part to blame. They include:
John Thain, former CEO of Merrill Lynch who resigned in 2009, spent more than $1 million renovating his personal office while the company hemorrhaged.
New York Gov. Eliot Spitzer resigned under threat of impeachment in 2008 after first denying, and then admitting, that he patronized a high-priced prostitution ring.
American International Group (AIG), after receiving an $85 billion bailout from the U.S. government in 2008—only the first installment of a cash infusion of more than $180 billion—sent its top sales performers to a lavish resort weekend. Days later, it came out that the Federal Reserve provided this company with an additional $37 billion. As of the end of May 2011, the company was still struggling.
Presidential hopeful and former U.S. Sen. John Edwards denied, then later admitted to, an extramarital affair while his wife was battling breast cancer. He later blamed his hubris for his indiscretion and described his attitude as a “self-focus, an egotism, a narcissism that leads you to believe that you can do whatever you want...and there will be no consequences.”7 His wife legally sepa
rated from him in 2008, and two years later died of cancer.
In 2009, Bernard Madoff, a once-prominent broker, pleaded guilty to masterminding a more-than-$60-billion Ponzi scheme—the largest in history—that defrauded thousands of investors. He is now serving out his 150-year prison sentence.
And, unfortunately, the list goes on and on.
The biggest losers in the wake of all these scandals are the workers and participants, whose trust in the leadership of America has been shattered. The current recession, along with its accompanying massive unemployment, has exacerbated this loss of trust. In order for an economic recovery to truly take hold, real leaders must restore trust, or at least a portion of it.
When trust pervades a workplace, it fosters higher performance, reduces operational costs, eliminates needless litigation, and retains the most productive workers. A workplace filled with trust also perpetuates the most desirable aspects of a company’s culture, nurtures an esprit de corps, and sustains financial success, especially in times of unprecedented, complex change. All of these building blocks for a successful organization are sorely lacking in much of today’s workforce.
Rx for Rebuilding
Real leaders must face up to this lack of trust, and make a commitment to rebuilding and reconstruction. A commitment to perhaps try one thing new each week, or even daily, can go a long way toward making a difference. The real leaders’ prescription to restore employee trust includes:
Hiring CEOs on the basis of their moral fiber in addition to the regular prerequisites that executive search firms and boards of directors jointly identify. Companies must scrutinize potential candidates with the same conviction and high standards as is required for White House Cabinet officers and justices of the Supreme Court, and ensure that the organization’s board of directors more closely monitors and objectively evaluates the CEO’s behavior, as well as his or her performance on the job and off.