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Leaders reap what they sow
Lessons In Leadership
By Jack Hoey
Parents know what it is like to recognize themselves in their children. It can be a characteristic expression or gesture, or a way of walking or standing, or how they swing a baseball bat. It can also be an approach toward problem solving or to relationships.
Non-parents imagine that this must be a pleasant thing. Sometimes it is. Just as often, though, it is painful and embarrassing, when we see our uglier traits reflected back at us.
These traits or habits may have persisted because we have excused them or rationalized them. That can be easy to do because we don’t have to look at ourselves. But it is hard to hide from what we see in our children.
My wife gives of herself readily. When she sees a need, her impulse always is to help. Two of our children are like her, in that respect.
On the other hand, one of our children more closely resembles me. When he was younger, his response to a request for help, like my response at that age, was usually something like, “Why don’t you it? What’s my brother doing? Am I going to get paid for this?”
I am more cautious when I see someone who needs help. Maybe that need is not as severe or pressing as it looks. Maybe it is their fault they are in trouble. And besides, I have already done my share. Seeing this trait in my son made me realize its origin, helping me see myself more clearly.
Just as parents are reflected in their children, leaders are reflected in their organizations.
There are differences, of course. Most leaders are dealing with adults, whose habits and characters are more completely formed.
Nonetheless, every organization responds to what its leader values, whether the leader is modeling virtues or vices.
If a leader puts profit first and is willing to cut ethical corners to obtain it, that corner cutting will be rampant in the organization. Those who refuse to cut corners will leave; some because they are repulsed by what they see, and others because their scruples prevent them from achieving the demanded results. But, there aren’t many of these people.
If a leader puts integrity first, those who achieve results through dishonesty will leave. There aren’t many of these people either.
Most people prefer to be ethical but conform to what they see around them. Some simply lack strong convictions about right and wrong. Others have strong convictions but lack self-confidence. If they see leaders doing what they believe to be wrong, they are likely to rationalize it away or assume that they made a mistake.
Leadership’s power for either good or evil makes it important. Most people follow the leader most of the time. The impact of each leader’s decisions is multiplied by the size and reach of his or her organization.
Often, we view leadership positions as something we achieve for ourselves, a fulfillment of personal ambitions. While there is nothing wrong with ambition per se, the key questions are: What am I ambitious for? Do I focus on obtaining things for myself, or do I define my goals more broadly, in a way that benefits others as well?
Once you have answered those questions, make sure you are seeing yourself accurately. Ask the same questions of two or three people who know you well and will respond honestly about you. Do they see you the same way?
Better yet, look at the people you lead. What answers do you see reflected back from them?
Jack Hoey is president of Coastal Glass Distributors, a leading glass fabricator based in North Charleston. He can be reached at jhoey@coastalglasdist.com.
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