A Key Differentiator for Today’s Leaders: Character

SHAMBAUGH Leadership surveyed a number of our Fortune 500 clients and the broader community on what kind of leader people prefer to work for. There was perhaps no surprise that universally across these groups, the response was that everyone wanted a leader they could trust, and who was honest with them in all circumstances.

Since trust in leadership is such a big priority for so many of us—and is also a key reason behind whether employees decide to follow their leadership and/or stay in an organization—I’m devoting the next two posts to explaining how building character can help build trust. Since trust is a key element of character, below are some thoughts about what character is, and how to develop it, that SHAMBAUGH reinforces in our coaching and leadership development:

The Importance of Character

A primary component of building trust as a leader is to develop strength of character. Character is embedded in SHAMBAUGH’s Leadership Development and Executive Coaching programs, which emphasizes that leaders with strong character have a moral imperative that provides the foundation for their words and actions. Character is certainly not a new attribute of good leaders; in fact, it has always been foundational. But having a strong and trustworthy character has become more critical than ever to lead effectively in today’s environment, in which decision-making is routinely influenced by financial pressures, social media, partisan views, competitive cultures, and even ego-driven mindsets that can lead to self-serving choices rather than balanced and fair outcomes for all.

When I asked a CEO from one of SHAMBAUGH’s client organizations in technology about how he defined character, he shared with me that character is what makes us human, and it’s the cornerstone behind whether people trust and follow leaders or not. He also emphasized that it’s about doing the “right things,” particularly in stressful situations. Strong character is critical during times when, for example, it would be easier to go the route that provides the biggest financial gain regardless of how it impacts others, or how it conflicts with the organization’s mission and values.

When it comes to being a leader whom people feel they can trust, keep in mind that leaders must stay vigilant and confront possible sticky floors regarding their character and presence. Part of what makes leaders with strong character trustworthy is that they know their “true north,” which serves as a compass for doing the right thing, avoiding sticky floors, and taking the action that best serves their company, employees, clients, and community.

There are four key components of character that SHAMBAUGH coaches leaders on: authenticity, integrity, humility, and inclusivity. I’ll cover authenticity in this post, and the other three traits in my next post.

Authenticity. Leaders with strong character are authentic. But what does “being authentic” mean really? Authenticity is more about being than doing; authentic leaders inspire the trust of those around them. One important facet of being authentic requires being vulnerable, which means admitting your mistakes, and being open to/learning from others’ views.

Here are some questions to ask yourself to help determine your own level of leadership authenticity:

• Do people you lead know who you are as a human being?
• Are you clear on what you stand for, and do you communicate those values and beliefs to those who work with you?
• Do you walk the talk when it comes to leading with your values and principles?
• Are you intentional about integrating your values into how you make decisions and treat/engage with others?

 

One way that SHAMBAUGH coaches leaders to develop their authenticity is to use personal storytelling. Stories are an engaging way to let people know how your values have shaped your leadership character, as well as how your values have influenced—and will continue to influence—your decisions, priorities, and expectations of others.

Being authentic is directly linked to being transparent and honest, since it requires a commitment to not sugarcoating issues, withholding information, or hiding things under the table that are only in your best interest but not in others’ best interest.

Remember: if you are dishonest as a leader, then you greatly diminish the chances that others will respect and follow you. Authenticity, along with honesty and transparency, can help foster more effective problem solving and decision making to win the trust and confidence of others.

I invite you to try the “Mirror Test, which is an exercise that SHAMBAUGH often uses with our executive clients to develop self-awareness about character traits that could benefit from leadership development, including authenticity:

Look into the mirror. Now ask yourself:

• What shows up in terms of your true, authentic character?
• Do you, or will you, have any regrets about your decisions?
• What do you think people say about you now as a leader, and how do you want them to describe you when you leave?
• What footprint will you leave behind that inspires others to lead with authenticity and a strong moral character?

 

In my next post, I’ll share insights on the other three traits—integrity, humility, and inclusivity—that can help executives build their character and increase trust with their teams, along with coaching insights to help you begin developing these qualities as a leader.

Contact me at info@shambaughleadership.com to learn about ways that SHAMBAUGH can help leaders and leadership teams assess character, and hone in on ways to strengthen your leadership effectiveness and influence others.

At SHAMBAUGH Leadership, we’re on a mission to develop high-performing and inclusive leaders who transform workplace cultures so everyone can thrive. As experts on building inclusive and high-performance cultures, we partner with companies and executives to address the whole system of an organization, unlocking and leveraging the full potential of the entire company. Rebecca Shambaugh is an international speaker on how to disrupt traditional mindsets and create a roadmap for driving greater levels of innovation and performance through a unified voice for leadership. Rebecca is Founder of Women in Leadership and Learning, a regular contributor to Harvard Business Review, and blogger for the Huffington Post. She is author of the best-selling books It’s Not a Glass Ceiling, It’s a Sticky Floor and Make Room for Her: Why Companies Need an Integrated Leadership Model to Achieve Extraordinary Results. To learn more about SHAMBAUGH Leadership’s trainings and customized programs in leadership development that help create inclusive, high-performance cultures, contact Rebecca at info@shambaughleadership.com.

Find out more about us at: www.shambaughleadership.com

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