Trust, Character, and Leadership: Inseparable Triplets

Trust, Character, and Leadership: Inseparable Triplets 

(The Common Theme in Leadership Literature) 

     Leadership is inseparably linked to character and trust. Leadership crumbles when character and trust is found lacking. Every leadership book we reviewed deals with character and trust. It's exemplified in Zapp or outright stated in the other literature. Maxwell (p. 46 & 47) sets forth the basis of leadership that must be followed by all who desire to pursue effective leadership; trust and character. “Character makes trust possible. And trust makes leadership possible” (Maxwell, p. 47). A leader must engender trust. A leader must ooze trust all over those who follow. It’s invisible, yet very noticeable ooze. When trust is shattered, character is destroyed and leadership dissolves into pushing and shoving. And no one will follow you over the hill or go the extra mile. Loyalty turns into mutiny. Desertion desecrates moral. Therefore, character is leadership. Maxwell uses General H. Norman Schwarzkopf to point out how significant character is to leadership. Schwarzkopf points out that character is more important than strategy. That says something coming from a general planning an invasion. I can see how this works. One’s strategy must be trust and character, not only the invasion in view. If you desire to lead effectively you must have integrity, honesty, and trustworthiness. You must deal fairly and respectfully with people; even under pressure. Not that a leader must be perfect. No person is perfect. He must genuinely apologize when mistakes are made. When a mistake is made a trustworthy leader, as Covey says, “…have the reserves to draw on” (p. 205). People appreciate this honesty and appreciate the ability of a leader to take ownership of his mistakes and flaws. When a leader makes a mistake or treats someone inappropriately and refuses to acknowledge it or try to make amends, distrust and suspicion follows.
     Covey points out that trust must be established over time. No immediate results here. Gradual natural development over time develops quality trust. The aging process cannot be rushed when producing fine Scotch. “And trust grows out of trustworthiness” (Covey, p. 203). It’s foundational to character and relationships. Trustworthiness is genuine and cannot be faked in a leader. Fraudulent deceptive trust will eventually seep and spill out the true intentions of the individual. Covey says trust is foundational to communication as well (p. 203). Lack of communication causes discord, lack of productivity, and eventually financial loss. Covey shares three ways in which time can be maximized by leadership that is trustworthy in communication. (1) “…Releas[ing] the tremendous creative potential in others so that they govern themselves, (2) …take the time to work with others and clarify expectations… [and] (3) …build relationships that make effective communication possible (Covey, p. 206). Trust, character, and leadership are all about putting people first. And this will lead to success and effectiveness. Leadership must put people first as Covey points out, “…the fourth paradigm is people first, things second” (p. 206). Covey’s comparison chart on page 206 reveals the differences between treating people as widgets or as a they should be treated, as appreciated and loved.
     Fullan provides an entire chapter, the first chapter in his book, emphasizing the importance of this love for employees. FoEs, firms of endearment value both their customers and employees. When you have happy, valued employees you will have a business that is successful. Fullan on page 29 lists twenty-eight companies that are successful FoEs. I’m glad to see Wegmans and Trader Joes on the list. They all have loyal followers, including myself. I love the experience and the products. The Trader Joes brand of Bavarian beer is outstanding. Check out my blog about Wegmans (http://jglorvigenvisualarts.blogspot.com/2009/12/wegmans.html).
     It’s remarkable and beneficial to observe how our assigned leadership literature echoes each other. Covey’s first chapter deals with priority, comparing the clock and the compass and bridging the gap between them. What will drive your life is Covey’s point, direction or time? A leader possessing character must use the compass and not let the clock tear away focus and purpose. The title for chapter one (Covey, First Things First, p. 17) of that first section is “How Many People on Their Deathbed Wish They’d Spent More Time at the Office?” What a life piercing question! Maxwell (p. 44) also makes the same point about priorities, ‘Nobody on his deathbed ever said, “I wish I had spent more time on my business”.’ Spend your time with people! Value them. Byham in his book, Zapp! In Education, lists some effective coaching methodologies (p. 147) that every leader should employ to be effective. Although all are imperative for a leader, item six captures my attention: “Express confidence in the person’s ability to be successful at the task.” This certainly demonstrates leadership to effect change, which demonstrates a positive value in personhood that is the opposite from Joe Mode’s Notebook list earlier in Zapp where teachers are afraid of change and demoralized (p. 10 & 11). Blanchard and Bowles in their book, High Five (p. 68) describe the first key to team success, “A sense of purpose…” which I would echo as the first key to personal and leadership success.
     Purpose is something that every leader must possess. Character provides input as to the purpose and direction. One’s internal compass is set according to that purpose. Trust is part of the moral fiber that character must possess. Once morality breaks down, trust, character, and leadership follow. An issue I wish our leadership literature would pursue involves this “morality” and its origin. The source of this morality that informs conscience and character must come from a belief in God. We must believe we are accountable to God for how we treat people and live our lives. Why else be a leader or want success? Does success and leadership mean anything without God? If one can be successful by deception and double-cross, why not? We are just worm food in the end. Live for the moment a get ahead by any means possible. Enron certainly had this approach. Eventually, leadership comes down to what life is all about. What is the purpose of man and the reason for our existence? If evolution is true, that we are an accident, then morality becomes a necessary evil and the end justifies the means. We can pretend to care and be trustworthy for our own profit and advancement. Leadership without God is a scary, awful thing. Deceit and deception are the pillars of godless leadership. What will happen when someone moves the cheese of a godless leader? He will rob, cheat, and steal to get his cheese back. It won’t matter who gets in his way. He’ll stomp and crush your head to get what he wants.
     Leadership is character. Character comes from morality and that morality founded upon one’s belief in God. Yet, it doesn’t stop there. What kind of God do you believe in? That question we’ll save for another time. The things discussed in our leadership literature are worth my time to implement. It has caused me to look at how I interact with my colleagues and those in authority over me. If they are leaders in title, yet not in practice, I need to be. I need to lead as set forth by our review of literature even if my “leaders” do not.