Facing up to relationship differences

REUTERS

Integrity first: Warren Buffet says intelligence and enthusiasm are dangerous if there is no integrity. Picture: Reuters

While having a conversation with someone recently, the topic turned to leadership and what we do at Leadership Platform.

She shared that she was a little frustrated with us because we were always saying that we believe all people to be leaders, but then seemed to feature only big-name leaders from big-name companies in our columns.

Her frustration is understandable, and might reflect some of your feelings as well.

There are various reasons we are selective when we choose the leaders we interview and then share about.

I am not going to get into our reasoning today, but would like to focus on something that may help close the divide many often feel when comparing themselves with some of these high-profile leaders we feature.

As we consider the myriad different leaders we have sat with, there are some who have impressed us tremendously and others who have disappointed us.

The question I have asked myself time and again is: What is the difference between the person who has impressed and another who has not?

I have thought long about this. There is an underlying, underpinning attribute that seems to be common among those who we regard as seamless, excellent leaders.

Let me introduce the attribute this way:

A few months ago, I was sitting with Adriaan Groenewald in the SAfm studios with Masechaba Moshoeshoe, host of the Talk Shop.

We were discussing leadership and how we might assist young people to become the leaders our country needs.

The conversation turned for a brief moment to the issue of voting. The question was asked how we might best do so. My response was that we need to move away from voting for a party that promises delivery of all sorts of things and begin instead to ask who we are voting for.

The ‘‘who’’ is what I would like to address today.

In focusing on the ‘‘who’’, the attribute that differentiates average leaders from excellent, seamless leaders, is integrity.

In our last few columns, and via a survey we recently conducted on our website, we have been focusing on leadership trust and respect, and the vital role both play in the development and sustaining of excellent and seamless leadership.

If we dig deeper into both, we find that each has their foundation built in and upon integrity.

What is integrity?

An online search reveals three possibilities, according to Collins Dictionary: 1. adherence to moral principles, honesty; 2. the quality of being unimpaired, soundness; 3. unity, wholeness.

Dee Hock, founder and CEO Emeritus of Visa, has this to say regarding integrity and leadership: “Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50 percent of your time in leading yourself – your own purpose, ethics, principles, motivation, conduct. Invest at least 20 percent leading those with authority over you and 15 percent leading your peers.”

This is a powerful and interesting statement when we begin to dissect it: consider carefully the words he uses when referring to “leading yourself – purpose, ethics, principles, motivation, conduct”.

I believe that if he had said more on the matter, he would have added that by focusing on these areas you are moving to create a ‘‘who’’ identity that is consistent with what you say and do.

A person of integrity does not live for the self, but for those around themselves and a higher purpose and vision.

How do you acquire integrity? It is done simply by doing what is honest, true and right, regardless of the difficult consequences that may follow.

As leaders, we may find ourselves in situations where one of our subordinates, who is our friend, has done something inappropriate at work and needs to face a disciplinary process.

If we choose to brush it under the carpet, what happens to our integrity? Another example that is prevalent in our society can be found in the awarding of contracts.

How often have we heard of someone being awarded a contract that they are not able to fulfil, and when there is more digging the awarding of that contract was as a result of a personal relationship that existed or money that has been exchanged “under the table”?

If we refer again to our definition of integrity from the Collins online dictionary, we can measure their conduct.

In the above examples, did these people display “adherence to generally accepted moral principles”? Were they honest? Can we consider them sound, unimpaired individuals? Is there really wholeness in their conduct?

If we can answer theses question in the affirmative as we analyse our own conduct each day, I believe that we will be well on our way to becoming the very leaders we admire for their extra- ordinary, seamless strength and accomplishments.

To conclude – what I say to the individual I was discussing leadership with, and to you today is this: The greatest leaders you or I know are those who have lived their lives with integrity.

You do not need to hold a prominent position to do so and, in fact, those who find themselves in these positions we are quick to envy, often find themselves locked in a bloodier battle over integrity than we might ever find ourselves.

Because of this, when we are able to find those we feel are seamless, excellent leaders, we have a duty to share their examples with you.

In going back to my comment on voting, who a person is will always herald what he or she will deliver.

‘‘Often, the best predictor of future behaviour is past behaviour”, and if their lives are filled with moments of self-sacrifice, honesty, and integrity, we can be assured of their follow through on the promises and commitments they have made to us.

Warren Buffet, CEO Berkshire Hathaway, and self-made billionaire states: “In looking for people to hire, you look for three qualities: integrity, intelligence and energy. And if they don’t have the first, the other two will kill you.”