How’s your integrity as a leader?
Toronto, where I live, is abuzz with the admission by our Mayor that he smoked crack in one of his drunken stupors, and that further, he had lied when asked point blank a few months ago if he had done it. This is the same mayor who supported the firing of a municipal employee caught in a photo taking a snooze at this desk, as well as his supervisor, as, he argued, they were wasting the public’s time and money.
Mayor Ford however refuses to resign refuses to speak to the police and instead has offered apologies and protestations with remorse.
This may be an extreme case (we hope so), but it raises a number of questions that all leaders should consider:
- What’s the line between what’s required and what’s right? There is no legal requirement for Mayor Ford to resign, but does that mean that he shouldn’t?
- What about double standards? Do you come down hard on your team members, yet allow yourself to get away with the same or worse infraction? Mayor Ford wants the city employee fired for sleeping, yet sees no reason why he should leave the post (he can’t be fired) for lying and doing something illegal.
- In leadership, it’s not only about the results – it’s also about who you are and how you behave. Mayor Ford and his supporters keep pointing to his results as justification for his remaining in his position. Is that enough for a leader?
- Mayor Ford’s approval rating has actually gone up since his confession, with his supporters urging him to remain in his position. And at what point does a leader take his/her own position, ignore what supporters are urging and make a decision that may upset them?
These are some of the issues that leaders face. It’s about integrity and the moral authority to lead. How do you know what the right thing is? It’s actually quite simple – when it FEELS right.
Your gut, your heart will tell you. Listen. And always remember: “Leadership is more than position”
THE BALANCED SCORECARD
Over the last few weeks I have been working with a wonderful client (BTW – all my clients are wonderful) in cascading the Balanced Scorecard to individual employees. As always, I designed a process that is highly participatory and interactive. Basically, each manager/supervisor wrote their own Personal Scorecard and a Personal Scorecard for at least one member of their team. In 5 days of facilitated workshops, we developed 93 Personal Scorecards!
More important than the scorecard was the insight these employees had about their jobs. They made a shift from activity to results, not just any results but results that contribute to the organisation’s results. They now see their jobs differently. They recognise that their job IS important to the company’s strategy. And they realize that that they have to lead differently to help their team members make a similar shift.
There were so many moments of wonder, when someone just “got it”. Not only are their jobs aligned to the strategy, THEY are aligned. Strategy really is everyone’s job now.
TAKE ONE ACTION
Take a deep look at how you lead – are you in integrity? Are you doing what’s right?
Why not? How does it make you feel? What would the consequences be of doing the right thing? How much is your peace of mind worth?
INTERESTING LINKS
We really do spend a lot of time trying to make the right decision. This article posits that it’s less about the decision being right, and more about your commitment to ensuring that it turns out well.
Perhaps all we can do is make the best possible decision at that time, stop worrying about it, and remain committed to seeing it through – and perhaps, to changing it! What do you think? – click to view article
I agree – letting people know you will be late, still means you are late. Late is late. – click to view article
