What I have learned about leader character: 3 simple things you can do this week.
While there has been much public discourse in the last few years about leader character, for the most part, these discussions seem to be only amplified in the media when a breach of trust occurs or a gross display of a lack of integrity is demonstrated by a public figure or leader.
In my opinion, there is not enough discussion about good and bad examples of character in the day-to-day operations of our organizations. Even in the best, most reputable organizations, I suspect that small breaches occur each and every day. And without more explicit conversations at all levels by all team members, I do not believe our organizations, in fact our society, will be able to navigate the complex challenges facing us in the years ahead. It is time to put leadership character at the top of our list of priorities for individual and organizational development.
The good news is there has been some great work done on this subject recently. Each and every one of us has access to this solid thinking, with a well-defined language, which we can use to drive change in our own circles. I will share some of this work with you. At the end of this article, I will also share 3 simple things you can do this week to strengthen your own leadership character and that of the members of your team.
In the early 2000s, I was working as a management consultant at a top firm. I still have a lot of respect for the leaders and colleagues I worked with there. The character of these individuals was one of the key factors in my choosing to accept their offer of employment when I graduated from business school.
It was demonstrated very clearly in how the leadership managed the bursting of the tech bubble. While many of our competitors were laying off employees in the face of declining client engagements, my firm came up with some creative options to keep most of us employed. These included giving staff the opportunity to volunteer for up to a year at a non-profit at partial salary. I benefited from a different program, which allowed me to take 2 months off without pay to spend time with my newborn son but with a guaranteed return to work date.
However, while the economy was resetting from the bursting of the tech bubble, another set of forces was already in play that would result in another crisis just 8 years later. The 2008 financial crisis was a human-made crisis caused by a widespread breakdown of leadership in companies and governments in some of the strongest economies in the world.
Early in my tenure, I was assigned to a small team to help develop a proposal for an engagement with a major US retailer. The retailer was looking for assistance to develop a new business unit. I was excited to get that call. It was a plum opportunity for a recently-minted MBA. As I was briefed, I learned that the aim of the project was to launch a new business which offered credit to a segment of the retailer’s customers. But as the days progressed, and I conducted my research into this segment, I grew increasingly uncomfortable.
The segment was made up of low-income, underemployed families with no assets. These families were eager to accept the financial boost that came from access to credit without fully appreciating the risk. Lenders were eager to give these families the credit, because they sold the debt anyway, absolving them of the risk.
I submitted the approach and workplan for the proposal, went on my winter vacation with my young family and put the brief assignment behind me. Upon my return, I was staffed on another project which I felt much better about.
The year after I worked on that proposal, something must have shifted within the leadership team of the retailer because they exited the credit business altogether. And that was a good thing. As we all know now, too much emphasis on the subprime market was a driver of the financial crisis that sent the world economy into a tailspin in 2008.
Shortly after the crisis hit the news, the then Dean of the Richard Ivey School of Business, Carol Stephenson, approached 3 faculty members to determine the leadership failures and successes relating to that crisis. The colleagues wrote discussion papers, convened global CEO roundtables and conducted empirical research to publish an incredibly insightful analysis and set of recommendations called “Leadership on Trial: A Manifesto for Leadership Development.”
In the years following this initial exploration, these professors, Gerard Seijts, Mary Crossan and Jeffrey Gandz, along with other colleagues not only continued this research but also worked with companies, government, educators and practitioners to develop tools, frameworks, processes and practices to strengthen the leadership competence, commitment and CHARACTER in our organizations.
As part of my certification as an executive coach with the Ivey Academy, I have had the privilege of learning from Professor Seijts, and I would like to share just a brief glimpse into the model that his team has developed. My hope is that it will help you consider how you and your organization are doing... and, more importantly, how you can develop and learn.
Dimensions and Elements of Leader Character - Jeffrey Gandz, Mary Crossan, Gerard Seijts - Richard Ivey School of Business, The University of Western Ontario
This framework describes the dimensions and elements of character. Judgement is at the centre of it and it controls how we choose to behave. The dimensions are interdependent, meaning they work together to determine overall character. Their research suggests that character is developed over the course of our lifetime and we can enhance character through deliberate practice. They also suggest it is important for leaders to understand their strengths and development areas. In service to this, they have developed an individual assessment tool called the Leadership Character Insight Assessment (LCIA).
It is not comprehensive, but the following questions drawn from the assessment might help you reflect on your own strengths and areas for development. I caution you not to draw too many conclusions from this light overview. Reach out to me if you want to discuss this further.
Leader Character - Examples of Demonstrated Behaviours by Dimension - Derived from LCIA Assessment - Research Psychologists Press
It has been 18 years since I worked on that proposal but, this past year, I have been thinking a lot about that time. What has been on my mind is this: When I was getting uncomfortable about the nature of the project, why did I not speak up and express my concerns? If I had, would it have changed anything? Was it my place, as a new junior employee, to express my concerns? And if I had said something, what would my leaders have said or done to me? I think these are very important questions of character.
After some reflection, I have come to the conclusion that, at the time, while my research into the subprime market might have triggered my “Humanity,” my “Courage” as a new junior employee was underdeveloped. I suspect this was also the case for 1000s of employees working in the organizations that were contributing to the coming storm.
I also believe, as I reflect on my experiences, that as I became more senior at the firm, had I spoken up, I would not have been ostracized. I don’t think my words would have made any difference in the grand scheme of things, but I would not have been humiliated or penalized for speaking my mind. I don’t think that was necessarily the case at other organizations.
I am grateful that in the months and years following that brief, 3-day assignment, I was exposed to ideas, leaders and cultures that enabled me to build a foundation of leadership competence, commitment and character, including courage. I like to believe this leadership character has contributed to my positively influencing the organizations I have been part of since that time. But, like everyone else, I remain a work in progress.
In mid-2004, I left consulting to take on a role as a director at a transportation company. The leadership team there was strong on character. In particular, my VP, Robert Swanborough, was a great role model. About a year in, as my scope of direct reports was expanding significantly, he reminded me of 2 things. First, to always try to hire people smarter than me. Second, to give them the opportunity to shine and, when they do, make sure they, not I, get the credit for success. These tenets were certainly role modelled for my colleagues and me.
At one of the leadership retreats hosted by the CEO, the SVP of HR gave each one of us a copy of the book Good to Great by Jim Collins. The term became the mantra of that meeting.
Jim Collins and his team studied 1,435 good companies and their performance over 40 years to identify 11 companies that became great companies. In the book, he brilliantly describes the characteristics and practices that enabled those companies to become great. One of the concepts that really stood out to me was that of Level 5 leadership.
He described Level 5 leaders as those that perfectly balance professional will and personal humility. They are catalysts to superior results while demonstrating compelling modesty. They have an unwavering resolve to overcome obstacles with calm determination. They set a very high standard for their team but take ownership for poor results and give credit for successes.
I loved the analogy he shared about the ‘mirror’ and the ‘window.’ When Level 5 leaders experience failure, they look in the mirror to identify what they could have done differently. When they experience success, they look out the window to identify all the factors and people that contributed to the success.
Late last year, I was listening to an interview of Jim Collins on The Tim Ferriss Show. It reminded me how much of what I tried to practice as a leader I learned during the time I was studying his book. After the interview, I sent him an email to let him know how grateful I was. I did not expect a response. The next day I got this answer:
“Dear Shakeel, Thank you for your email and very kind words. They are an uplifting way to end the day! I would like to send you a signed copy of Good to Great. A member of my team will help us coordinate that. With appreciation, Jim”
My autographed copy of Good to Great: “For Shakeel - Keep turning the Flywheel! - Jim Collins”
His books have been worldwide bestsellers and he took the time, within a day, to respond to me. Now that is character.
As promised, here are a few things you can try this week to practice leadership character and model it for your colleagues.
When something goes wrong, or you get some constructive criticism, identify 2 things you could have done differently and tell a colleague or your team.
When something goes well, identify at least 2 people and their specific actions that contributed to the success. Tell the individuals and at least 2 other people in front of them.
When you hear a disparaging remark being made about someone else, instead of encouraging it or remaining silent, speak up and offer another perspective. Or, even better, coach the individual to address the issue directly with the person they are complaining about.
I would love to hear your thoughts and perspective about leadership character. Are there examples of good or bad character that you have witnessed? Has your organization put practices in place to develop, hire for or promote for leadership character? If not, would you be interested in trying to do so? Tell me about it at shakeel@oceanbluestrategic.com.
Several weeks ago, I was interviewed on the radio show This Feels Right on the topic of Leadership and Emotional Intelligence. You can listen to it here.
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