Tuning in to Internal Signals

Establishing Strong Leadership Character

By Tom Roth

Leaders today find themselves in a predicament; many are simply too busy to think about what really matters most to them or to take the time to examine what they are doing or why they are doing it. With employee engagement studies indicating a widespread mistrust of leadership, a leader with weak or faulty leadership character can be a huge organizational liability. But, a leader with strong leadership character can be a tremendous asset.

How grounded are leaders in your organization? And how well does your organization prepare mid-level managers to be effective leaders, rooted with a strong leadership character?

As mid-level leaders deal with increased complexity and uncertainty, they are less able to “go by the book” to figure things out. Acting as “corporate translators,” they are essentially placed in the middle of executives and first-level managers. They are responsible for translating corporate strategy, change initiatives, and organizational goals—which they were not involved in developing—into action by engaging others in committing their full energy to creating value and success. This dilemma is compounded by the fact that often they are not clear how committed they are themselves.

These leaders need to engage in honest reflection and self-examination about their leadership beliefs and what they want to BE as a leader, given their widened span of control and greater impact within the organization. To effectively perform at mid-level leadership, leaders need to be well grounded on what it means to BE an effective leader.

Unless we stand for something, we shall fall for anything. —Peter Marshall, Senate Chaplain, 1947

Developing Great Leaders

The Wilson Learning approach to assessing and developing leaders was created to tap both the Essence and Form of leadership. Character-based or Essence leadership refers to what is at the core—those qualities of a leader that are driven from the inside out. Essence is about purpose, values, beliefs, and vision; it is who the leader wants to BE to his or her followers. A leader’s identity and the example he or she wants to set is based on his or her Essence.

Form refers to what a leader needs to DO—behaviors and actions a leader takes to demonstrate leadership competencies. These are often driven by organizational rules and policies. Form comes from the outside in. It is the image or persona the leader creates.

While both Essence and Form are essential to effective leadership, they need to be in balance, particularly for mid-level leaders. Often, if there is no integration between Essence and Form, a credibility gap appears and mistrust of leadership becomes an issue. Integrity is the integration between who one is and what one does as a leader—Essence and Form.

Tuning in to Internal Signals

For mid-level leadership, the role of Essence expands. While mid-level leaders now need to acquire one-to-group skills (Form) to facilitate problem-solving, team goal setting, and cross-functional collaboration, the need for character development (Essence) increases significantly.

This Essence transition requires a mid-level leader to build strong leadership character as a Purpose- and Value-Centered Leader. Because mid-level leaders have more experience, there is often a greater readiness for reflection and self-examination of their philosophies, beliefs, and values. And, that Essence transition starts by understanding where leaders get the signals that guide them.

wilson learning external vs internal flowchartWhen we ask managers or leaders, particularly newer ones, what they need to be effective as a leader, they will often start by describing what they think they need to have. They describe the need for power, authority, responsibility, control of the budget, etc. When we ask them what they would do if they had those things, they say they would make decisions, set goals, and guide performance. We then ask if they did those things, what would they be? They usually say they would be successful, promoted, valued, and so forth. Their approach takes the perspective of Have-Do-Be: “I need to have the authority, so I can do more, so I can be successful.”

The Have-Do-Be perspective looks for external signals to guide leadership character, with success being measured by appearance, position, and title. Life is lived on “approval.”

However, mid-level leaders who have already developed Purpose- and Value-Centered Leadership flip the approach to Be-Do-Have: “I need to be a Purpose-Centered Leader, which guides what I do as a leader, and only then will I have the sense of how to contribute to the success of others.” The Be-Do-Have perspective looks for internal signals and responds to values to guide leadership, with success being measured by effectiveness and contribution to others, not title or salary. Life is lived on “purpose,” not on the approval of others. When this is the case, leaders often find what they initially thought they needed to have to be successful—like position, title, power, etc.—wasn’t really so important.

Whether the leader wants to or not, he or she is being watched and is, therefore, always setting an example. Employees look for signals that reveal what the leader stands for and what the leader plans to do. Character-based leadership requires an intentional shift to set an example from the inside out, one that exemplifies what they stand for—their purpose, values, beliefs, and vision. And that takes a large dose of both resiliency and courage.

Leaders lead by example, whether they intend to or not. —Anonymous

Tom Roth

Tom Roth是Wilson Learning Worldwide Inc.(美国)的首席运营官和Wilson Learning Worldwide Inc.(日本)的总裁,他拥有40多年的人力绩效提升解决方案开发和实施的经验,负责Wilson Learnin全球集团的战略方向和业务绩效。此外,他还领导全球营销服务和解决方案研发部门,负责所有解决方案和价值主张白皮书的研发。他在员工敬业度、领导力发展、战略调整和业务转型相关领域,为全球的领导团队提供协助。在担任现任职务之前,他曾担任全球研发和解决方案研发部门总裁,也曾担任Wilson Learning Corporation的总裁。

Tom Roth在开发和实施人力绩效提升解决方案领域拥有丰富的经验。他合著了《如何使企业重新找回活力》(英文原文),《创建高性能团队》(英文)的,并在众多商业出版物上发表过文章。他是一位在国内、国际会议和客户活动上活跃的演讲者,涉及内容广泛,其中包括:领导力、员工参与度、变革和战略实施。