Kevin Ross is my best friend and my partner-in-crime at Triangle Performance (how cool is that?) We frequently have discussions on various leadership topics; sometimes over the phone, sometimes via text, sometimes in-person over a cigar (and perhaps a wee dram or two). Makes for an interesting dialog, to say the least.
Recently, we discussed Integrity. We have forever simplified “integrity” to mean “do what you say you’ll do.” And frankly, for a generalized foundational definition, that works well. For more sophisticated, nuanced conversations… well, it sucks.
In looking at leadership from an application standpoint – something we absolutely strive for here – integrity shows up as a factor in so many things. As much as I love simplicity, some things are necessarily complicated. Dammit. I’m none too happy about that, but reality is what it is. You can avoid reality, but you cannot avoid the consequences of avoiding reality.
So, we’re digging deeper into the reality of integrity. And we realized that integrity can’t be simply telling the truth. “Whaaat??” you say? Let me explain… (finally get to use my Princess Bride reference…)
You see, there’s more to integrity than simple honesty.
So, time for a new definition. Integrity, it seems to me, is simply demonstrable moral courage. I’m still keeping it simple, but for leaders, it involves more than simple honesty. It includes honesty to self—the courage of your convictions. I’ve used courage now twice in describing integrity, so you word-counters must know it’s important. It is. Our folks want to see us leading… from the front… even when it hurts.
The hurting that you feel? It’s just demonstrable courage bursting through. And no worries, it only hurts the first time or two; after that, you get used to it. Like scotch, it’s an acquired taste.
Soon, we’ll do an entire newsletter devoted to courage (it’ll hurt a bit, trust me). Until then, if you’re trying to figure out how you can demonstrate moral courage today (remember, we’re all about applying things, not just theory):
Be transparent. This means, of course, being honest. It also means providing insight into the sausage-making we call decisions, and helping people understand why we do what we do. The “why” is the singular most important piece of delegation, empowerment and change. It’s only right that it be a cornerstone in our newfound courageous behavior.
Be accountable. When you screw up (note the “when,” not “if”), apologize, sincerely and without qualification. Show remorse and commit to do better. Then shut up and move on. Take complete ownership of all you do, good and bad. Take your share of ownership of more corporate decisions, even (especially?!) if you disagree with them.
Be responsible for results. Take inputs, listen to them closely, and change course if that’s the right thing to do. Don’t stay hooked to a course that was wrong from the beginning. However, If your first decision – even with your new knowledge – is still correct, own that as well. Tell them you’ve considered their inputs, but for whatever reason (insert here), you’ve decided to continue that course. Your job is to listen to inputs, consider available options, and discern among options. Own it, do it, make sure others see it.
Integrity is an important leadership competence (I know… “D’oh!”), but learning how to demonstrate that competence is what matters. People have to actually see us doing what they need and expect—it’s not enough for you to just know it.
Here endeth the lesson (another great movie line)…
2018 is in the can, finished. Stick a fork in it, it’s done.
A new day has dawned. 2019 is here, we’re over a week into it already. Soon, we’ll be discussing how fast January flew by, then Q1.
Have you made plans? Personal goals are great. Business objectives are super. But do you have specific plans to “do” leadership better in 2019? No? Why not?
Many of us create detailed plans for the new year. We spreadsheet various categories like personal, family, business, spiritual, health, etc. But we need to add one: Leadership. What can you do differently this year to improve your leadership impact? “Get better at it” sounds great but is woefully unactionable. (more…)
Apologies for the length. We recently received an email from a junior executive we had worked with for several years. He left the client company about a year ago, and decided it was time to let us know what he thought of us. For those who know us well, you know this could have gone several ways… 🙂
Ed. The tuna reference will just have to remain a mystery… feel free to ask one of us if it’s bothering you to untoward proportions.
— It’s not a title, office or salary…
I originally told this story several years ago, more from a motivate-to-perform angle. As I’m sitting at my desk thinking, it actually distills leadership behavior into a single emotion. Be forewarned, this is a bit sappier than most of my writing (as I daintily blot a single tear)…
How does a leader make us feel? (more…)
I recently had a conversation with some really smart people around Dan Pink’s book, Drive: The surprising truth about what motivates us. Read the book, it’s a good one, discussing how intrinsic motivation trumps extrinsic almost all the time. If you were expecting me to now give you some detailed book review, you’re about to be disappointed.
As these things often do, we ended up in an extended “bunny trail” conversation around the whole subject of individual responsibility and accountability, and what that really meant from a leadership perspective.
Here’s what we discovered during our lengthy and oft-times pseudo-cerebral discussions:
Responsibility–the easiest part. Responsibility is simply a list of things we do, tasks we perform, jobs we are given. Alan Weiss called this “inputs.” You can be responsible for myriad things, both that you specifically control, and some… well, not so much.
In my world, I’m responsible for coaching, facilitating, consulting, providing proposals, answering emails and calls, responding promptly to clients, etc.
These are all Responsibilities.
Accountability–it’s not the same as “blame,” per se, though there is a certain sect of people who would ascribe such. No, it’s bigger than that, yet infinitely simpler. It’s the outcomes of our responsibilities. It’s the results expected from our inputs.
For me, improved leadership behavior, demonstrably better skills, increased performance of a business, function, or enterprise (that actually follows my consulting or advice!) are all Accountabilities. It’s the results or outcomes of my Responsibilities.
We often confuse these two, yet the differences are both clear and significant. Pay attention to them.
Leadership–heavily influences both Responsibility and Accountability. For instance, we influence–actually determine–what a subordinate’s Responsibilities will be. We tell them what we want them to do, what we expect them to be working on, when to be there, etc. Leaders have, quite literally, 100% control (there’s that word) over employee Responsibilities.
Now Accountability gets a bit fuzzier.
Yes, leadership determines, from a starting level, what results and/or outcomes that an employee will be Accountable for (sorry for the dreaded stranded preposition–couldn’t be helped). But there is also a measure of personal acceptance required for real Accountability to be visible to others–an important component.
An employee can be Accountable “because I said so,” but evidence of that employee actually accepting that Accountability requires a willingness on their part to demonstrate that accountability openly, e.g., “Yes, I did that,” “No, it wasn’t an accident, it was my intent,” “That was my responsibility, and I didn’t do it,” and so on. These demonstrate acceptance of accountability, and that’s something only the individual can do.
Now, leadership clearly influences all of this. Leadership has to make sure that Responsibilities are clear, reasonable, and have value. Leaders must also ensure that an environment exists where accepting Accountability is not necessarily fatal; that demonstrating Accountability is a mark of courage and success, not of weakness and/or failure.
This, of course, is the heavy-lifting part.