Personal Authenticity

There is no more obvious dimension to observe the effects and depth of ethical values and standards than in the area of personal authenticity. The concept of authenticity rings with the elements of integrity and honesty. Much of the leadership literature today would affirm that a leader’s personal ethical framework will determine his/her long-range effectiveness in the workplace. For example, Worden (2003) asserts that integrity is a central determinant of trust.

Lamberton, Mihalek, and Smith (2005) conducted a study with 250 management accountants and financial managers about the ethical quality of the corporate leadership. This web-based survey concluded that corporations whose top management value ethics are less likely to pressure employees to materially alter financial results and therefore the tone at the top plays a critical role in the ethical environment of the organization.Verschoor (2006) reports a recent survey of over 1600 professionals who cited specific individuals as demonstrating effective leadership because they demonstrated entrepreneurship, had a solid set of core beliefs, worked diligently to achieve his/her goal, and exemplified a high level of personal integrity and tenacity.

Whetstone (2005) emphasizes that defining the mission or purpose of an organization is the first obligation for the senior management and that the corporate mission should be defined on the set of beliefs that the organization uses as a basis for all its policies and actions.Strategic integrity from a Christian perspective would interpret every decision as a kingdom decision (choices made with the priority of furthering God’s kingdom) reflecting the believer’s intentional commitment to be a kingdom person (Willard, 2002). A Christ-follower views God’s will as a suit to be worn, a spiritual skin to cover every part of man; a world-view that opens up and invites us to climb inside; the universal ethic to obey. Willard (2002) views this personal authenticity happening from the inside out asserting that inside change will explode into outward expression, but outward training alone never transforms the soul.

This perspective of strategic integrity, of kingdom thinking, of personal authenticity, of ethical leadership will serve a believer well in navigating through the maze of decision making. Personal authenticity involves a self-awareness and an understanding of one’s core values and mission. Our image or idea of who God is should totally shape our ideas and image of reality – it should be the filter that should interpret all of life.

My personal philosophy of ethics, whether it is in the area of personal authenticity, organizational culture or global leadership, finds its roots in the pages of scripture. There are four foundational passages that form the framework of my code of ethics. First is the Golden Rule, Jesus spoke these powerful words during the Sermon on the Mount (Matthew 7:12), “So in everything, do to others what you would have them do to you…” This one simple statement, if applied consistently would enable decision makers to see issues from the perspective of others. Banaji, Bazerman, and Chugh (2003) inquire if our decisions would differ if we could make them wearing various identities not your own. They refer to John Rawls' concept of the "veil of ignorance," a technique that enables a person to ignore his/her position and situation while making a decision from another perspective. Jesus appears to advocate a simpler frame of mind. The Golden Rule forces an individual to not only see another’s perspective, but to evaluate what should be done as if you were the other person. As the decision maker, you should decide as if you are the recipient of the action.

The second building block passage is found in Luke 10:25-37, the Parable of the Good Samaritan. The parable of compassion, generosity and sacrifice ignored by the “righteous” but fulfilled by the cultural outcast says much about personal and multicultural ethics. The Samaritan gave of his money, time, and effort to help the needs of an unknown in trouble without expectation of reward or repayment. He interrupted the “business” of the day to meet the desperate needs of a stranger. Jesus said, “Go and do likewise” (v. 37).

Jesus’ words from the Sermon on the Mount also contain the third foundation stone to a difficult ethic, “Love your enemies and pray for those who persecute you” (Matthew 5:44). Peter echoes this thought when he writes, “Do not repay evil for evil or insult with insult, but with blessing, because to this you were called” (1 Peter 3:9). Competition, winning, and even revenge are often the cornerstones of some organizations, but Jesus’ teaching flies in the face of the worldly view of success. The ethic of the servant leader needs to reflect an avoidance of the natural human tendency to hate the enemy and rejoice over their misfortune. This third stone is most difficult indeed.

My final ethical passage is picked from Galatians 5:22 which contains the fruit of the Spirit. This list of nine virtues (love, joy, peace, patience, kindness, goodness, faithfulness, gentleness and self-control) appears universally accepted as ethically pure and I believe that a leader or an organizational culture that adapts these standards will reflect an ethic that will transform the decision making process.

References
Banaji, M. R., Bazerman, M. H., & Chugh, D. (2003). How (un)ethical are you? [Electronic version]. Harvard Business Review, 81(12), 56-64.

Lamberton, B., Mihalek, P. H., & Smith, C. S. (2005). The tone at the top and ethical conduct connection [Electronic version]. Strategic Finance, 86(9), 37-39.

Verschoor, C. C. (2006). Strong ethics is a critical quality of leadership. Strategic Finance, 87(7), 19-20.

Whetstone, J. T. (2005). A framework for organizational virtue: the interrelationship of mission, culture and leadership [Electronic version]. Business Ethics: A European Review, 14(4), 367-378.

Willard, D. (2002). Renovation of the heart: Putting on the character of Christ. Colorado Springs, CO: NavPress.

Worden, S. (2004). The role of integrity as a mediator in strategic leadership: A recipe for reputational capital [Electronic version]. Journal of Business Ethics, 46, 31-44.

Gratifying/Frustrating Leadership

I recently interviewed three Christian school superintendents with the goal of listening to their hearts and passions for their leadership. All three interviews were conducted separately and completed within a two month period of time. I took the opportunity to probe a number of areas of ministry and organizational leadership topics, but I would like to share some brief insights into two of the broad questions I asked each superintendent: “What is the most gratifying aspect of your leadership?” and “What is the most frustrating aspect of your leadership?”

Question One: The Most Gratifying Aspects of Leadership

Leader A – I gain the greatest satisfaction in what I do when I see growth and maturity in my faculty. One of my goals as a leader is to identify the strengths of others; and I love it when I am able to place them in the right ministry. It is so gratifying to me to pause and watch people develop. To meet with a teacher and review their personal and professional growth over the school year is a great time for me. I enjoy encouraging others to stretch and grow and develop in every part of life. And when I see that growth happen, it makes my leadership worthwhile.

Leader B- I enjoy being a leader. I have found that I have a big ego. I thought I was humble, but I am so competitive and driven to do well. I like being in charge. Leading is where I really live – it is fun for me. I have often wondered about the Peter Principal. I think my experience has been rather strange. I was an OK teacher – my wife is a much better teacher than I am; I was a good principal, but I did not like a lot of the details of testing and records; but as a superintendent I am doing what I do best. I like being in charge – leading is what I do best.

Leader C - I have just recently accepted the position of superintendent. The last three years of my career have not been filled with satisfaction and passion. I saw many things that need to be done and issues that needed to be addressed but I was not empowered to bring about change. Right now my enthusiasm level is very high, but I am beginning to see some light from within the tunnel. I hold great hope that I will begin to experience increased effectiveness in this new role. I am bone weary from the past three years and yet I have a total peace that I am in the right place at the right time. I feel that I have a sense of direction and I am beginning to see some movement within the organization.

Question Two: The Most Frustrating Aspects of Leadership

Leader A - I consider myself fairly innovative and I like exploring different ways of accomplishing the educational program of the school. I can become very frustrated with the old guard who lack new ideas and motivation. My school is sponsored by a local church and working within that institution can be a source of this frustration. The church provides a great safeguard but it is often a brake toward growth. Right now we have a tremendous pastor with vision and without fear, but some church leaders do not hold the same perspective on Christian education.

Leader B - I tend to be impatient with people who haven’t thought through an issue as much as I have and yet question my position. For example, we are facing a decision regarding the purchase of some land for the school. I have done extensive research and study into this purchase and yet others, who have done almost nothing, stand in disagreement. I see it as a lack of trust in me and my research and I find it very frustrating. They want to do another survey or a different study; they want to conduct a market study and I often see it as just dragging our feet instead of moving ahead and getting into the action

Leader C - The size of the task is overwhelming. There are just too many urgent and important things to address. I want to address them all at once and find it frustrating when I am unable to do so. My school is a complex organization; an institution that must change and yet the ocean liner is not easily turned. I am leaning on all the rudders but need to be patient as the boat begins move. Since I am not greatly patient, lack of perceived movement is a great source of frustration.

All three of the superintendents interviewed are experienced leaders serving in established school systems. I found the different perspectives and the variance of insights quite interesting. Leadership is difficult to define in abstract terms and it is just as difficult to capture in pragmatic best practices.

Change and Senge

Peter Senge is a change theorist that I have explored in a little detail. He has written much and I have just scratched the surface of his change theory. Some of his ideas have been helpful to me in discerning how to bring about change in an organization, as well as understanding my personal decisions in embracing change suggested by others.

Senge, Kleiner, Roberts, Ross, and Smith (1999) zero in on a key concept: profound change requires a fundamental shift in a person’s thinking. They advocate that we need to understand the nature of the growth process and how to stimulate it, but we also need to be aware of the forces and challenges that impede progress. They urge us to appreciate the inescapable interaction between growth and resistance, what they call the “dance of change.”

Senge et al. (1999) suggest 10 challenges facing the change process. The first four fly in the face the change agent during the process of initiating change (1. we don’t have time; 2. we have no help; 3. this stuff isn’t relevant; and 4. they’re not walking the talk); the next three challenges face the organization during times of trying to sustain momentum (5. the challenges of fear, 6. negative assessment, and 7. arrogance); the last three involve the barriers to redesigning and rethinking the change process (8. the challenges of autonomy, 9. diffusion and 10. purpose).

I so agree with Senge et al. (1999) when they note that people involved in the initial aspects of the change process need enough flexibility to devote time to reflection. In looking at educational institutions, Collinson and Cook (2001) agree that teachers need discretionary time to share with colleagues as well as some designated time for formal sharing. When an organization begins to communicate the idea of change with stakeholders, it is imperative for the company to plan some informal and some formal times for sharing and listening among the various layers of employees.

Senge (1990) underscores that shared vision is vitally important because it provides focus and energy to an organization. He warns however that most visions are one person’s vision imposed on an organization. “Such visions”, says Senge (1990), “at best, command compliance – not commitment” (p. 206). Senge continues to look at vision and the responses of others when a vision is presented. He suggests five responses:
1) Commitment - the individual truly wants it and will do whatever it takes to make it happen.
2) Enrollment – the individual wants it and will do whatever can be done within reason.
3) Genuine compliance – the individual sees the benefits of the vision and will do everything expected and more.
4) Formal compliance – the individual, on the whole, sees the benefits of the vision and will do what’s expected and no more.
5) Grudging compliance – the individual does not see the benefits of the vision but does not want to lose job, so he does enough of what’s expected because he has to, but also lets it be known that he is not really on board.
How important it is to discern the kind of response others are having toward a particular idea for change.

Senge, Kleiner, Roberts, Ross, and Smith (1994) point to organizational change as an activity that must be accomplished through getting the entire organization engaged and committed to the vision and to truth. They conclude that any coercive process, no matter how well intended, simply cannot ultimately result in commitment. Senge (1990) insightfully shares,
“There are two fundamental sources of energy that can motivate organizations: fear and aspiration. The power of fear underlies negative visions. The power of aspiration drives positive visions. Fear can produce extraordinary changes in short periods, but aspiration endures as a continuing source of learning and growth” (p. 225).

Cramming a vision down the throats of others or mandating that the organization buys-in to the leaders' vision results only in resistance and lip-service. If I desire to take up the task of implementing a change within an organization, I must attempt to transform it into a shared vision that energizes people through inspiration, enthusiasm, and passion.

Collinson, V., & Cook, T. F. (2001). "I don't have enough time": Teachers' interpretations of time as a key to learning and school change [Electronic version]. Journal of Educational Administration, 39(3), 266-281.

Senge, P. , Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999).The dance of change: The challenges to sustaining momentum in learning organizations. New York: Doubleday.

Senge, P. M. (1990). Fifth Discipline. New York: Doubleday/Currency.

Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., & Smith, B. J. (1994). Fifth Discipline Fieldbook. New York: Doubleday.

A Leader's Greatest Asset

A key person in any organization and possibly the leader's greatest asset is an effective secretary. These unsung heroes of the company are often the ones with the insights and sensitivity that make the institution sing. I have had many wonderful secretaries over the years and each of them has added so much to my ministry.

There are so many strengths that good secretaries bring to a ministry but I would like to mention only five in this posting.

First, most secretaries have great gifts in management and so they are, usually, greatly organized. I have many times left my desk, covered with piles of papers, legal pads, pens, and electronic devices in order to talk to my secretary, only to find her desk with every thing in its place, a file system that enables quick recovery of information, and a clean, clutter-free work space. After obtaining the data that I needed, I returned to my unique mess of chaos and mysterious mountains of paper work. Oh, how I could learn from my efficient secretary!

Second, secretaries are close to the action. They are in the know because they often rub shoulders with workforce. The ivory tower of the leader is usually isolated from reality with several layers red tape and administrative distance. If I wanted to know what was really happening, I would ask my secretary - she usually had a much more accurate picture of things than I did.

Third, sometimes the title or position of the leader causes certain employees and stakeholders to shy away from sharing their hearts in a candid ways. Often those same stakeholders will share with the leader's secretary in the outer office what is intimidating to share in the leader's presence. If a leader wants to really hear the voice of the people, the secretary is usually the best place to start. With an ear to the people, the secretary can provide valuable information about the health of the organization. I think the strategy of some employees is to share their concerns with the secretary in hopes that she/he will relate the thought to the leader. Great care needs to be given to avoid gossip and the betrayal of confidences, but an open dialog with one's secretary can provide unique perspectives on the ministry of the organization.

Fourth, the effective secretary brings invaluable insights to the leader's blind-spots. Reminders of important deadlines, of forgotten perspectives, of programmatic details, of canceled appointments, of new commitments....all these, and more, make a good secretary priceless. The leader often charges into life like a bull toward the toreador's cape - the secretary often helps the leader to slow his run in order to look around and see reality. A soft word, a gentle smile, a strange look, a word of caution, or a firm question can all be used with effectiveness by a good and sensitive secretary to help the leader avoid embarrassment, blunder, and poor decision making.

Fifth, the secretary can provide honesty in the context of loyalty. If a positive, professional relationship has been built based on trust and integrity, the leader's secretary can be a primary source of straight answers (even when it hurts) and truthful opinions (even when they are contrary to the leader's thoughts). If the secretary feels valued and appreciated, she/he will develop a deep sense of loyalty for the leader. If the secretary has a sense of being kept in the loop of knowledge and acknowledged as an important voice to be heard, her/his buy-in into the values of the ministry will be rich and true.

An excellent secretary is worth her/his weight in gold to the leader and to the organization. (Leadership Hint: don't ask your secretary how much she weighs in order to ascertain this actual value)

May leaders everywhere remember, respect, and encourage these heroes that keep the organization afloat, that under-gird the leadership with servanthood, and accomplish more tasks in a given day (everyday) than is humanly possible!!

Managership?? or Leaderment??

The need for leadership in our society can be observed in the ever increasing number of books written on the subject. The major book stores in my area of the country have entire sections for leadership and management. The number of leadership journal articles and research studies has exploded in recent years. Pragmatic leadership, however, seems to be stalled behind the paradigms of the traditional autocratic model. The macho, ego-driven leadership image of the effective boss has stunted the growth of companies and organizations. Potential leaders are often stifled; some creative ideas never see the light of the board room; and loyal followers sometimes leave the fold because leadership has failed to be effective.

Part of the leadership dilemma might be found in the confusion of leadership and management. Both roles are absolutely essential to the growth and health of an organization. But if the roles are misunderstand or switched, a company can find itself in the midst of confusion and chaos. If the major leader of an organization is primarily a manager, the company may hum like a fine-tuned engine, but the business will function in neutral most of the time. On the other hand, if the managers in the company are wired to be leaders, there may be mountains of creative ideas, but no one is putting any of them into action.

A leader focuses on dreams and sees the big picture.
A manager likes to interpret dreams and sees every detail.

A leader thinks in terms of ideas and creative options.
A manager thinks in terms of the practical applications and ramifications of ideas.

A leader prays for clarity of vision.
A manager prays for a smooth execution of reality.

A leader reflects on what can and what will be and pushes forward.
A manager reflects on how to accomplish tasks in the present and wants to put down roots.

A leader loves to evaluate and reflect on progress.
A manager loves to provide feedback and statistics.

A leader enjoys listening.
A manager enjoys updating.

A leader sets, directs, and corrects the course.
A manager steers the ship.

A leader is an architect who draws the blueprints.
A manager is the project foreman who builds from the blueprint.

A leader is the eye who finds the path
A manager is hand/foot/muscle that blazes the trail

A leader is the screen writer, seeing the movie before it has been filmed.
A manager is the director that puts the movie on film.

What a messed-up organization if the leader cannot see, cannot draw, and cannot dream. What a messed-up organization with managers that cannot build, cannot steer, and cannot interpret. A healthy organization needs both leaders and managers, but the company needs to be sure to have each sitting at the right desk.

Its not about power, authority, or position. Its about the wiring. We are wired differently to accomplish different things. One set of wiring is no more important than the other. There are many frustrated leaders that have been given managerial responsibilities. As well, there are many managers that have been promoted to leadership positions and find themselves ineffective in life. How are you wired? What kind of position do you hold? Are you connected with the light shinning brightly or are you short-circuited with only a spark now and then?

Leadership Wisdom: Two Great Quotes

Stephen R. Covey (2004) provides two quotes in The 8th Habit that made me pause and think. The first, by Gandhi, challenged me to considered my ethical character in every phase of life. The second quote, from Mother Teresa, serves as a source of encouragement in difficult situation and times of rejection and misunderstanding.

Gandhi delineated seven things that will destroy man:
1. Wealth without Work.
2. Pleasure without Conscience
3. Knowledge without Character
4. Commerce without Morality
5. Science without Humanity
6. Worship without Sacrifice
7. Politics without Principle

Notice the ethical values that lace Gandhi's statements - conscience, character, morality, sacrifice, principle. In a day and age in which moral relativism and ethical tolerance is the only politically correct view to hold, how can one be expected to develop any sort of ethical convictions? If my morality differs from my neighbor's what is the common ground for relationship, business, or friendship?

This Gandhi quote underscores for me the absolute necessity of character, integrity, and Christian ethic as the foundation stones of leadership. Without the absolute truth of God's word, leadership can easily destroy the leader and his followers. Jonestown and Waco are sad commentaries on leadership (even spiritual leaders) that were destroyed by a lack of morality and character.

The second quote comes from Mother Teresa:
People are often unreasonable, illogical and self-centered...Forgive them anyway.
If you are kind, people may accuse you of selfish, ulterior motives...Be kind anyway.
If you are successful, you will find some false friends and some true friends...Succeed anyway.
If you are honest and frank, people will cheat you...Be honest and frank anyway.
What you spend years building, someone could destroy overnight...Build anyway.
If you find serenity and happiness, they may be jealous...Be happy anyway.
The good you do today, people will often forget tomorrow... Do good anyway.
Give the world your best anyway. You see in the final analysis, it is between you and God. It was never between you and them anyway. It's conscience that constantly tells us the value of both end and means and how they are really inseparable.

These thoughts by Mother Teresa echo with deep meaning for me as a former high school principal. Just about every one of these statements expresses a real experience in my educational career. Administrators are often criticized by upset parents, students who do not understand difficult decisions, and faculty that fail to see the big picture of Christian education. Being misunderstood, having to make unpopular decisions, and dealing with difficult people is a common challenge for school principals. Mother Teresa's viewpoint is so comforting and encouraging because it puts the focus in the right place..... on character.... and doing the right thing because it is the right thing.... not for the applause of men or to avoid the criticisms of others.

Four Thoughts From Bennis - Thought 4

I have always liked the story of Peter Pan. I remember be mesmerized by the magical portrayal of Peter Pan on TV in the late 50's. Hook, played by Cyril Ritchard, gave me nightmares, but the flying Pan and the music and the adventures of Never Never Land thrilled my imagination. I also remember being appalled in disbelief several years later to find out that a woman had played Peter Pan. Mary Martin did a masterful job of capturing my enthusiasm with Pan's determination, "I won't grow up!"

Peter Pan came to life for me again in Robin Williams' performance in Hook. Peter Pan (Williams) has grown up to be a cut-throat lawyer. Captain Hook (Dustin Hoffman) kidnaps his two children and Peter must return to Never Never Land to save them. With the help of Tinkerbell and the Lost Boys, he must remember how to be Peter Pan again. He battles Captain Hook once again to win the day. As a boy I identified with Mary's Pan and as an adult I resonated with Robin's grown up Pan. In both characters one of the themes that I so enjoyed was the boyish mindset and the playfulness of Pan. One of the keys to the older Pan (Williams) remembering how to be Pan was engaging his imagination and thinking happy thoughts.

A final thought I discovered about effective leadership from Warren Bennis' book, Geeks and Geezers (2002) involves a concept that Bennis calls neoteny. The term neoteny refers to the ability of adults to maintain youthful qualities. Bennis provides the following insight - "Neoteny is the retention of all those wonderful qualities that we associate with youth: curiosity, playfulness, eagerness, fearlessness, warmth. energy - open, willing to take a risk, hungry for knowledge and experience, courageous, eager to see what the new day brings. It is the ability for leaders to reflect the Peter Pan living inside.

It is that liberating attitude of "I won't grow up!" that keeps the mind alive with new adventures and exciting experiences ahead. These are not the qualities of immaturity, but the characteristics of enthusiasm and freshness. These qualities are the ones that people want to follow and be around. I am sure that you have been with a leader in his/her 60s or 70s or even 80s that is still fresh and current. Laughter fills their lives and their eagerness to try new things still attracts others to thier vision.

Bennis, W.G. & Thomas, R.J. (2002) Geeks & geezers: How era, values, and defining moments shape leaders. Boston: Harvard Business School Press.

The photo of Peter Pan is the cover of 1915 edition of J.M. Barrie's novel, first published in 1911, illustrated by FD Bedford and retrieved from http://en.wikipedia.org/wiki/Peter_Pan