Leading with Integrity Often Requires Courage, Sacrifice (Opinion)

The Soderquist Center receives calls from leaders looking for help with strategic planning, team or leadership development or major change initiatives. We are energized by these calls, because these are some things we do best.

We do receive calls of a different nature. Like the man I spoke to who is still reeling from having been terminated. The reason for his termination: He would not submit to accounting fraud or use his position to force another company to pay for charges they had not incurred.

Part of what made his termination so difficult was that he had spent 20-plus years as an engaged employee. He had poured his life into his work, developing a healthy environment for his employees, and successfully leading a business turn-around. He even envisioned himself there until retirement. But suddenly he is facing fears and feelings he never anticipated.

There is a lot I admire about this person. He exhibited the qualities of a man of integrity. He knew his values. He stood by his principles. He chose to do the right thing. I also empathize with him. Few things are more devastating to good people than having their basic assumptions about life pulled from beneath them.

One of the assumptions we live by is, “people get what they deserve and deserve what they get.” Normally, this is our motivation for making good choices. We believe they will bring good outcomes. We also believe that bad choices will lead to negative outcomes, so we avoid them. Seldom do we consider that our good choices may result in bad outcomes. I wouldn’t ask you to eliminate this assumption from your life entirely, but I would ask you to modify it in light of what it means to be a leader of integrity.

Here are a few things to consider as you prepare to be a leader of integrity:

• Leaders of integrity have clearly identified and prioritized their values. Long before facing a dilemma like the one described above they have decided what is most important to them.
• They choose to live according to their values with an understanding of the potential costs and trade-offs. Al Weiss, one of Disney’s presidents described it this way, “I chose early on to live my life according to a set of principles, and then to be content with the life those choices bring.” After spending some time with Al, I believe he would be content even if the results had been different than the wealth and position he enjoys today.
• Leaders of integrity never allow themselves to become so indebted to others that they cannot chose to live by their convictions. It takes courage to have integrity, courage to face the fears that often accompany tough choices; the fear of losing a customer or a deal; the fear of being fired; or of being unable to support the family.
• They are aware of the potential for moral failure. They examine their own motives regularly, and are not surprised when others question them. They also freely submit themselves to the accountability of others as a preventive measure. Aware that others face the same challenge, they never blindly trust those to whom they have given serious responsibility. They establish checks and balances that are designed to keep honest people honest. Even Sam Walton and his brother, Bud were known to check each other’s cash registers at the end of the day, ensuring honesty.
• Finally, they know their convictions may come with a price. They seem to know that what it may cost in the short term is not worth the trade-off when it comes to being able to live with themselves.

I’m reminded of a Bible Story of three men who were told to worship a king’s idol or be thrown into the fire; a command they immediately refused. What strikes me most is what they told the king: “King, we do not need to defend ourselves in this matter. The God we serve is able to rescue us from this fire and from you, but even if he does not, we want you to know that we will not worship this idol you have set up.”

How well are you preparing yourself and those you lead for the challenges of leadership?

(Tony Hawk, director of business development, helps customers understand how the Soderquist Center can best assist them with their leadership, organizational and team development needs. He may be reached at [email protected].)