Character – Page 6 – New Horizon Partners

Leaders Lean In

The natural response to negative situations is to back away. Human nature is wired to be self-protective and so when confronting the negative the common response is to flee, fight, or freeze. But effective leaders learn to lean into the negative or difficult circumstances in order to either turn them around, power through, or to learn or build something for the future. There are a variety of situations where leaders should learn to lean in.

lean-in-character-development

Lean into conflict. Conflict can be positive when it is directed at fully exploring issues or decisions. Conflict is negative when it becomes personal attacks or driven by anger. Effective leaders step into conflict to resolve, diffuse, or guide the conflict towards a positive outcome.

Lean into mistakes. Admitting your own mistakes demonstrates vulnerability and builds relationship and trust by showing that you are human and humble. Look for opportunities to learn and teach from your mistakes.

Lean into reality. Some people perceive the world the way they would prefer it to be. In business this can mean perceiving customers to need what you supply, or perceiving markets to be growing when they have reached maturity, etc. On a personal level, people can overlook weaknesses or overestimate capabilities. Leaders are able to perceive and accept the realities that they face whether it is professionally, relationally, or personally. When we accept reality we can identify a path of overcoming or compensating for the situation.

Lean into adversity. Often people can become quickly discouraged when the path is not easy. Adversity clarifies thoughts and develops resolve. Leaders are persistent in their efforts to achieve reasonable goals.

Lean into truth. When truth is scary, some people are more comfortable bending or creating their own version of truth. Leaders stand on their values at the risk of disappointing others.

Lean into negative emotions. People are uncomfortable with negative emotions such as anger, sadness, jealousy, etc. and often move away from these. A leader faces into these emotions and helps those that are expressing them, be it themselves or others, to understand them and to appropriately process them.

Lean into failure. When facing a failure either on the part of the organization or an individual, the tendency might be to bury it. Leaders use failures as learning experiences by asking “What might have been done differently? What did we learn? How did we grow?”

Lean into relationships. Relationship building is not a negative thing, but can get crowded out by other activities. Leadership is influence and influence is achieved through relationship. Leaders work at building relationships were they demonstrate the value of the other and build trust and shared vision and goals.

The ability to lean in when it is not the natural thing to do or when it requires intentionality is a function of a leader’s character. They must have or develop within themselves the long-term view and the perspective to look for and appropriately react to opportunities to build and grow themselves and their people.

Do you have what it takes to lean in? How are you growing this in your character?

The Link between Character and Emotional Intelligence

Character and emotional intelligence can be considered as two layers of our leadership capability, the two layers that are foundational to our leadership effectiveness. Character can be defined as the virtues, values, and traits that underlie our thoughts and actions. Emotional intelligence can be defined as the awareness and management of emotions, both our own and others’, to build positive relationships.

In the literature on leadership we often see character and emotional intelligence (EQ) treated as one and the same. Many of those writers that are focused on emotional intelligence (for example, Daniel Goleman) fold basic character traits into EQ. Similarly, those that are focused on character-based leadership treat EQ as a part of their definition of character. As an example, I facilitate a leadership development program using materials from Drs. Henry Cloud and John Townsend. They define character as ”that set of capacities the leader needs to meet the demands of reality.” Those capacities cover the combination of virtues, values, traits, and EQ behaviors.

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On the other hand, I generally think of character and emotional intelligence as two closely-linked but separate layers of leadership. Both character and EQ are a part of who we are as leaders. But emotional intelligence behaviors are built on top of the foundation of our character virtues, values, and traits. For example, respect for others is a character value that motivates our desire for relationship and drives us to further develop our empathy or our ability to work in a team.

This then is the basis for my analogy of a structure for leadership, where character (the virtues, values, and traits) is the foundation and emotional intelligence is the framework of our leadership. Those two ingredients are fundamental (or prerequisites) for making our leadership competency work. We can understand all the skills of leadership yet struggle if we have not yet built the strong foundation and framework upon which to build our leadership voice. Building our character and emotional intelligence is more than reading a few books, it is an experiential process since we build these into who we are and how we think. “We lead from who we are.”

What is your definition of character in leadership?

What are you doing to build the foundation and framework for your leadership?

Leaders Are Learners

Effective leaders are committed to constantly learning and growing. This desire to grow is driven by their character. Effective leaders have the following character traits:

Confident but not arrogant, they know they have been greatly blessed with talent but recognize room for growth.
Humble but not meek, they know that they have areas to improve and room to grow to be more effective.
Driven but not obsessive, they want to accomplish more, both for themselves and for those that they serve.

These character traits convince leaders that they can continually increase their effectiveness by continually learning. Much like the areas described in Goleman’s book, “Focus”, of inner, other, and outer focus, effective leaders seek to grow in these inner, other, and outer dimensions. They are especially focused on learning in the following areas:

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Character
Competency
Constituents
Context

Leadership is built on competency and character, with character as a foundational element. Leaders know that they need to continually build their character in order to be more effective. Character growth is more than reading and attending seminars, it requires intentional change and growth of our inner self. To do so usually requires some experiential learning like participation in a cohort leadership development program.

Leaders desire to grow in competency, developing skills to enhance and expand their capabilities. This might include leadership skills such as communications or culture development, but also technical or functional skills. In the earlier part of careers these might be in our functional area but, as we grow in responsibility, would include the expansion of our knowledge in other functional areas. To do so requires extensive reading, study, seminars or conferences, etc.

A third area for learning is constituents. Effective leaders know their people, how to motivate them, how to develop them, and how to help them be more effective. To do so requires that we be students of the people with whom we work.

Leaders also need to grow in context or their outer focus. They need to learn about other areas of technology, markets, business practices, etc. A broad base of knowledge can expand the leader’s perspective, enhance creativity, or identify new ways of thinking or doing business. To do so means we need to be on the lookout broadly for places to learn.

What are you doing to learn and grow? What is your plan for personal development?

What Is Character?

Character is the most important ingredient of leadership. I often use the analogy of a structure in describing leadership where character is the foundation. Without a strong foundation of character our leadership can be weak. We often describe leadership as the combination of character and competency. Without strong, positive character our competency can seem like a rudderless boat adrift.

character-development-reputatoin

While character is a frequent focus of the discussion about leadership, there is no consensus on exactly how we should define it. Some definitions of character are quite broad while others are more narrow. All of the definitions refer to the inner values and behaviors that guide the way we think and operate. John Wooden said “The true test of a man’s character is what he does when no one is watching.” Character is sometimes described as the sum of virtues, values and traits.

Here are some dictionary definitions of character:

the way someone thinks, feels, and behaves – from Merriam-Webster’s Dictionary
the mental and moral qualities distinctive to an individual – from the Oxford Dictionary
the particular combination of things about a person or place, esp. things you cannot see, that make that person or place different from others – from the Cambridge Dictionary
the complex of mental and ethical traits marking a person – from Webster’s English Dictionary

The broader definitions of character often fold together character traits and emotional intelligence behaviors. Daniel Goleman’s writings on EQ often do so. Drs. Henry Cloud and John Townsend define character as “that set of capacities the leader needs to meet the demands of reality. A person of character is one who connects well; is clear in her responsibilities; can handle problems and negative realities; and understands her role and mission.” A similar definition of character is “the stable and distinctive qualities built into an individual’s life which determine his or her response regardless of circumstances.”

Character is the guiding light for how we engage with those around us, with whom we choose to interact, the quality of our relationships, the way that we make decisions, the priorities that we set, what we value, the tradeoffs we are willing to make, etc. Character affects everything we do and say. Our character determines whether those around us accept our leadership or influence. Our character is the basis of our leadership.

How would you describe character?
How would you describe your own character?

Character Beats IQ 53-5 in Thrilling Leadership Bowl

OK, it is the middle of November and as the college football season moves towards the playoffs it gets more interesting, so I couldn’t resist the playful title. But there is a real point to this article. It is that leadership is more dependent upon character than it is on cognitive ability (what we know as IQ).

In an article that I wrote recently on the relationship between IQ and leadership, I made the case that intelligence was helpful to being a good leader but was not the most critical factor. Our IQ enables us to see opportunities for growth and to take the steps to develop our leadership, but leadership is built first on a foundation of character and emotional intelligence. Our IQ enables us to use our character and EQ for the greatest effect. But when someone has a strong IQ without the base of character and EQ, that strong IQ can be a detriment to building the types of relationships in which we are able to effectively influence those around us. We are no doubt all familiar with highly intelligent people who can be obnoxious because they are weak in certain character traits and cannot relate to people effectively, therefore rather than building relationship they instead intimidate or disdain those who they do not regard as equals.

In a recent article in HBR by Tomas Chamorro-Premuzic scientific evidence is provided to corroborate this view. The article states that people who have the character traits of being “more adjusted, sociable, ambitious, and curious are much more likely to become leaders. (53% of the variability in leadership emergence is explained by these personality factors.)” Of course, “higher levels of cognitive ability (IQ) also increase an individual’s likelihood to emerge as a leader, though by less than 5%.” The article goes on to describe how positive character traits and strong emotional intelligence enable a leader to be more effective. Much of this HBR article is based on a meta-analysis of correlations between personality or character traits and leadership.

There are those who would argue that an intelligent person can fake it. But people look for authenticity and transparency in leaders before they are willing to trust. And people must first trust before they are ready to accept the influence of a leader.

What is your experience regarding the relative importance of character versus leadership?

Transparency and Trust

Transparency and trust are inextricably linked in leadership – transparency on the part of the leader to warrant trust from the constituent. Trustworthiness is a critical character trait for those that want to lead. People only accept the leadership or influence of those that they trust. Research consistently shows that trust is one of the most highly demanded traits that people expect from a leader. And this is logical; as a matter of self-protection we are not likely to follow someone that we are not sure can be trusted.

character-trust-transparency

Stephen M. R. Covey describes 13 behaviors of leaders that build trust:

Talk Straight
Demonstrate Respect
Create Transparency
Right Wrongs
Show Loyalty
Deliver Results
Get Better
Confront Reality
Clarify Expectation
Practice Accountability
Listen First
Keep Commitments
Extend Trust

The most important behavior, it would seem, is transparency. In a recent article on Leadership and Character I wrote about the inner realm and the outer realm of character, that is, the character within us and the character that is apparent or demonstrated to constituents. People make decisions of trust based on what they see and experience. And if they sense that the inner realm and the outer realm are not congruent, they are not likely to trust.

Some of the components of leadership transparency include:

Communication – consistent communications so that constituents do not feel they are in the dark
Candor – open communications that includes the good news and the bad
Visibility – see and be seen, let them see you operate
Consistency – always the same so that they know what to expect, what is real
Explain decisions – no pronouncements from on high, show them the thought process
Admit mistakes – let them know that you are human and humble
Engagement – build relationships that extend beyond the day-to-day tasks

Of course, the assumption is that through transparency we show high quality character that can be trusted, traits such as integrity, passion, vision, etc.

Are you building relationships of trust? Are there other important elements of transparency?

The Structure of Leadership

Effective leadership is built upon strong character, emotional intelligence, cognitive intelligence, and subject-matter expertise. In my workshops and talks on leadership I often use the analogy of the structure of a house where character is the foundation, emotional intelligence (EQ) is the framework, IQ gives leadership its function, and expertise provides leadership with curb appeal.

3D rendering of a house project on top of blueprints, showing different design stages

Character is foundational because people will follow only when they see positive character traits such as integrity, transparency, and vulnerability. EQ is the strength or framework because leadership requires relationships and relationships are the result of EQ behaviors and skills. IQ gives leadership its function, much like a plumbing system or electrical system makes a house work, because IQ lets the leader use character and EQ effectively. Expertise gives leadership its appeal because it lets the leader relate effectively with those that are carrying out the tasks.

In the leadership articles that I write for PolymerOhio Manufacturing Services’ blog, I have a series that describes this “structure” of leadership. The series then describes further each of the four elements – character, emotional intelligence, cognitive intelligence, and subject-matter expertise – and how they build into effective leadership.

Values and Principles

leadership-and-employee-engagement-hero

Values and principles set the boundaries for how an organizations operates and deals with its various stakeholders. In a previous article, we used the analogy of a funnel to describe the management system of an organization as it moved from broad concepts of operation to the definition of discrete actions. The foundation of such a management system are the values and principles held by the organization and its leaders.

All organizations have values and principles. Sometimes referred to as core values or company ethics, these values and principles guide the way that the organization operates and interacts with its various constituencies. Values and principles might be explicitly stated, such as a statement in a policy manual, annual report, or signage within the building. These explicit statements are an expression of the character traits that are expected in the business and its dealings with people.

For some organizations these values and principles are implicit, and employees and others are left to infer them from the actions and attitudes of the organization’s leadership. For some organizations, the core values are carved in stone while for other organizations they might seem like shifting sands. If we expect employees to behave in certain ways, of course, it is best to clearly communicate what the organization’s values and principles are and stand by them.

Values and principles are foundational for two different descriptive systems for an organization – the management system and the culture. The values and principles set the boundaries for the organization’s mission and vision and for the business strategy and specific actions. In terms of culture, the values and principles set the tone for the behaviors, attitudes, and relationships that the organization hopes to see within the organization and then reflected to customers.

Since values and principles are for an organization very much like character is for an individual, authenticity is important. The behavior of the organization (or of the people that make up the organization) must be congruent with the statement of core values. Otherwise, the constituents will see the statement of values and principles as a farce and have even less respect for and trust in the organization. The walk and talk of leadership must be meticulously consistent with the proclaimed values and principles and part of leadership’s role must be to reward behavior demonstrating values and correcting behavior that violates the organization’s values and principles.

As mentioned, values and principles set the foundation for an organization’s management system. The next article in this series will discuss mission and vision, where we begin to describe the specifics of what the organization is and aspires to be.

Leadership and Humility

While effective leaders are often intelligent and high-functioning, humility is a key character trait of the best leaders. Humility draws in people while arrogance drives them away.

No doubt we have all seen people in leadership positions who had either high IQ or great expertise, but they struggled as leaders because of a weakness in character or emotional intelligence. They struggled to build relationships or gain influence because of their arrogance and pride.

On the other hand, effective leaders demonstrate humility and it shows up in the way that they lead. The Merriam-Webster dictionary defines humility as “the quality or state of not thinking you are better than other people.” Tim Keller’s definition is more descriptive when he says that humility is not thinking less of yourself, it is thinking of yourself less. So effective leaders think of themselves less and think of others more.

Effective leaders are committed to their people, helping them learn and grow, looking for ways to help them develop on the job and as people. And speaking of growth, effective leaders are committed to their own growth, recognizing that they never know it all. Humble leaders readily admit mistakes. In fact, they are quick to distribute credit for positive things and accept blame for negative things. Because they value their people, they are not seeking the limelight but shine it on others.

In his book, “Good Boss, Bad Boss”, Robert Sutton explains, “Wise bosses have the confidence to act on what they know and the humility to doubt their knowledge.” They are ready to admit mistakes and accept input from others. In accepting input, they are quick to demonstrate that they value others and their knowledge and gifts. Humble leaders seek feedback to assure that they are on track.

Humble leaders are able to admit mistakes, accept and admit limitations, and demonstrate vulnerability. They are ready to embrace and promote a spirit of service. People quickly see through and move away from a self-promoting leader.

Effective leaders show their humility by remaining thankful. They are also quick to forgive, a result of thinking of others before themselves.

The effect of a humble leader is a workforce that feels they are valued and empowered. This leads to a more productive, more innovative, and more collaborative team.

If you think that you have this humility thing down pat, you probably don’t. On the other hand, if you are a leader who thinks of others first, acknowledges their wisdom and contributions, are aware of your strengths and weaknesses, can readily admit your failures, and seeks to continually grow, then you might be well along in developing humility.