TC0004: Values as the Bedrock of Leadership, Part 1

The U.S. Army is a famously values based organization.  They take in people from Georgia and Ghana, from Boston and Belize and build cohesive teams based upon shared values.  It is very easily done…so to speak.  When a new soldier arrives for Basic Training, he or she is not asked what their values are; they are told what their values will be.  Loyalty, duty, respect, selfless service, honor, integrity and personal courage.  LDRSHIP.  Very handy acronym that fits nicely on a dog tag or on a card for their wallet.  I still carry both.  These values are taught every day in every class from marksmanship to first aid.  More importantly, they are exemplified every day by the Drill Sergeants that provide the first line leadership. It is their job to inculcate values in the new soldiers by being living examples of values.  They are leaders.

Leaders are loyal, able to correctly order their obligations and commitments to the organization, family/friends and self.  Leaders are a magnifying glass when things go well and a heat shield when they don’t.  Loyalty is a two way street and it is not mindless.   It is also not automatic.  We earn loyalty in stages.  First you must gain respect.  In structured organizations some respect for rank and position is automatic.  Personal respect is gained through constancy of action.  Over time, respect grows into trust when faith can be placed in the constancy of action.  If that constancy of action reveals itself as beneficial to the individual and organization, loyalty will grow.  Do not expect loyalty in day one.  It is yours to earn.

Leaders have a sense of duty that causes them to do the right thing for no other reason than it is the right thing. Do you do what is right because of the potential consequences of other action or because you know in your heart what is right to do?  Your people will know the difference.  They will learn from your example. The values of a profession require ethical and moral behavior.  For me, the distinction is this: an education process that teaches you the legal interpretations of right and wrong produces the potential for ethical behavior.  Moral behavior is doing the right thing for no other reason than it is the right thing.  If a decision between alternatives is based upon whether or not the potential to be caught exists, then the choice may be ethical, but not moral.  Leaders must not put their subordinates in an untenable position by presenting them with ethical dilemma.  Think about it.  “I don’t care how it gets done!”   “Make it happen!”  “You don’t want to know.”  These should all sound warning bells in our heads.  Do the right thing for no other reason than it is the right thing and show subordinates what right looks like.  That is among the greatest responsibility of the leader.

Leaders are respectful of all people and fully recognize the absolute dignity that every human being possesses.  They embrace diversity and are compassionate.  Consider your subordinates.  How do they feel about themselves when they are around you.  Important? Trusted? Empowered?  You must answer these questions.  Your people can. This is about self-esteem and there is more to the equation.  People want to feel good about themselves but can only do this if they feel good about the organization. Values must be shared within organizations to achieve this. 

Next Post: Values as the Bedrock of Leadership, Part II