Character: Is It Necessary In Leadership? (Part One)Learn Management Articles on management-info.biz. Character: Is It Necessary In Leadership? (Part One) article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
Word count: 1000 Summary: One element of leadership that many leaders ignore or neglect is character. Is it a necessary ingredient in leadership? The author answers the question with the challenging observation that character can actually drive leadership results. Character: Is It Necessary In Leadership? (Part One) By Brent Filson We know character when we see it, but what exactly is it? How do we define it? What role does it play in our getting results as leaders? What role does character play in our careers? In this two part article, I'll explore these questions and give tips on using character to get results and build your career. A key function of character in leadership is to engender trust in people, and the function of their trust is to have them take action for results. Few leaders come to grips with the challenges of character and so miss great job and career opportunities. Let's start with its root, which comes from a Greek word, 'kharakter', a chisel or marking instrument for metal or stone. Our character, then, is our mark engraved into something enduring. We can mold mannerisms, but we must chisel our character. Of course, we don't carry around a stone or a sheet of metal marked with our 'character'. The enduring thing is the aggregate of the traits and features that form our apparent individual nature. 'Apparent' is the operative word. Our character exists not only in and of itself, but also as an appearance to others. The fact that character exists both in us and in the minds of other people holds a powerful leadership lesson. To begin to understand what character is all about in leadership, describe five of the best leaders in history. Then, list three to five character traits that made each one the best. Describe five of the worst leaders in history, and list three to five character traits that made each one the worst. Now make the same lists for the people in your industry and your own organization. Did you learn something new about leadership and character? What did you learn? I emphasize new because, in identifying elements that compose character, we come to understand the thinking processes that help us form character judgments. Because we commonly make snap judgments about people, we must be aware of how and why we make those judgments, so we can clarify and make better use of them in our leadership. The ultimate character we must be concerned with, of course, is our own. Our character influences our leadership, and through our leadership, our careers. Few leaders make the connection between career and character in this way, let alone do something about it. Your doing so will give you a tremendous advantage in your career. We know that it's much harder to see our own character than for us to see the character of others. At this point, however, it's unnecessary to try to understand what your character actually is. You need only realize that, for purposes of leadership, your character is forged in values and manifested in relationships. Values are the qualities that spur action. Moreover, values are tied to emotions. We feel strongly about the values we hold and look to others to hold, and because of such feelings, we're usually acting on our values in one way or another. Look at the character of the leaders you described. You probably described values — or lack of them. (Whenever I ask people to describe a specific leader, they invariably cite values as the main elements.) Which values did you admire in the leaders you chose? These might include, honesty, integrity, persistence, compassion, wisdom, simplicity, sincerity. To help you do this, read the introduction to Marcus Aurelius' Meditations, in which the stoic philosopher and Roman emperor (AD 121–180) describes the character of the people who influenced his own character. His description of Maximus illustrates my meaning: From Maximus I learned self-government, and not to be led aside by anything; and cheerfulness in all circumstances, as well as in illness; and a just admixture in the moral character of sweetness and dignity, and to do what was set before me without complaining. I observed that everybody believed that he thought as he spoke, and that in all that he did he never had any bad intention; and he never showed amazement and surprise, and was never in a hurry, and never put off doing a thing, nor was perplexed nor dejected, nor did he ever laugh to disguise his vexation, nor, on the other hand, was he ever passionate or suspicious. He was accustomed to do acts of beneficence, and was ready to forgive, and was free from all falsehood; and he presented the appearance of a man who could not be diverted from right rather than of a man who has been improved. No man could ever think that he was despised by Maximus, or ever venture to think himself a better man. He had also the art of being humorous in an agreeable way. — The Meditations of Marcus Aurelius (Shambhala Publications) Choose five character values that you particularly admired in the leaders you described. Then make those values into triggers for action in your leadership, acting on one at a time. In other words, you'll have five actionable value attributes that can help define the way you lead. For example, let's say that one of the leaders you described was Maximus, and you said his character included cheerfulness (that's a value!), dignity, honesty, generosity, candor, never complaining, and always being ready to forgive. You might choose 'always being ready to forgive,' but you could choose any one, or a combination, of the others. Make it actionable. In other words, think of someone in your leadership sphere whom you have a gripe with, someone you may have wronged or been wronged by, and take action. Seek out that person and 'be ready to forgive.' See what happens. Don't expect any particular outcome; simply manifest that single character trait and let what happens happen. Understand that I'm not saying you must 'be ready to forgive'. That's simply one example of how to turn a character trait into action. Choose any trait. Just be sure you described that trait, and that it's something you want to emulate. In this way, you'll begin manifesting character in your day-to-day leadership, and, equally important, you'll be conscious of that manifestation — which the vast majority of leaders aren't. In Part Two, I'll show you how to get results through the development of your character. 2005 © The Filson Leadership Group, Inc. All rights reserved.
|
More Articles:1. Employee Discipline: How to Nip Problems in the Bud By Marcia Zidle Are you uncomfortable with delivering disciplinary action, even involving employees you know deserve it? You're not alone. Disciplinary action is one of the least favored tasks a supervisor must occasionally perform.Disciplining employees is so dreaded by so many supervisors that many look the other way when trouble develops, perhaps in the hope that the matter will correct itself. But most of the time it doesn’t – it tends to go from bad to worse. Rather than allow that to happen, take positi… 2. Talent Recruitment Challenges of High Technology Companies By Anne Thornley-Brown As a result of the dot com meltdown and the decline of the NASDAQ in 2001, many organizations had no alternatives but to lay off many talented IT professionals. Currently, the pool of available talent in the labour market is large. Over the long haul, the impact of shifting population demographics on the labour pool will be staggering. As the baby boom generation continues to age, we can expect acute labour shortages similar to the ones we experienced in the high technology sector during the d… 3. Focus on Outcomes to Keep Your Business On-Course By Dan Strakal Did you know that an airplane in flight is off course nearly 98% of the time? No flight is completed in a straight line from Point A to Point B. Gravity, side winds, updrafts, and downdrafts are continually moving the plane off course. And yet, the majority of flights arrive at their planned destinations safely and on time. How do airline pilots make this happen? They continually keep the outcome or result in mind, say departing from Los Angeles and arriving in Honolulu. Pilots constantl… 4. Examining the Relationship Between Employee Satisfaction and Customer Satisfaction By Josh Greenberg Researchers have undertaken numerous studies to look at the connection between customer and employee satisfaction. A majority of these studies were able to uncover a correlation between employee satisfaction, customer satisfaction and profitability. In a recent study for an international computer firm, the data reinforced the crucial link between customer satisfaction, employee satisfaction and profitability. Some of the key factors they found: Profit and growth are stimulated primarily … |
||||
