Abstract: An element of leadership that many leaders ignore or neglect is character. It 's a necessary ingredient in leadership? The author answers the question with the remark that can really challenging to drive leadership results.
We know character when we see it, but what exactly? As defined? What role in our results ever as a leader? What role does character in our careers?
In this two-part article, I explore these questions and make suggestions for the use of characters to get results and build your career.
A key function of character in leadership is to engender trust in people, and their function is to have confidence to take action for results. few leaders come to grips with the challenges of nature and of losing such a great job and career opportunities.
Let's start with its root, which comes from a Greek word, "kharakter, a chisel or marking instrument of metal or stone.
Our character, then, is our sign engraved into something lasting. We can mold mannerisms, but we chisel our character. Of course, we do not carry around a stone or a piece of metal marked with our 'character'. The most enduring is the aggregate of the traits and characteristics that form our individual nature apparent.
'Apparent' is the operative word. Our character exists not only in itself but as something for others. The fact that the character exists in us and in the minds of other persons in possession of a powerful lesson in leadership.
To begin to understand that character is all in leadership, describe five of the best leaders in history. Then, list 3-5 character traits that made everyone better.
Describe five of the worst leaders in history, and the list 3-5 character traits that made each one the worst.
Now do the same lists for people in the industry and your organization.
Did you learn something new about leadership and character? What have you learned?
I stress again because, to identify the elements that make up the character, we come to understand the thought processes that help us to form sound judgments of character. Because we commonly make hasty judgments about people, we must be aware of how and why we make these judgments, in order to clarify and make better use of them in our direction.
The final character we should be concerned, of course, is ours. Influence our character our leadership, and through our leadership, our careers. few leaders make the connection between career and character in this way, let alone do something about it. In doing so your will give you a huge advantage in your career.
We know it's much harder to see our character that we see the character of others. At this point, however, is useless to try to understand what your character really is. Just realize that for the purposes of leadership, your character is forged in the values and manifests itself in relationships.
Values are the qualities that spur action. Moreover, the values are tied to emotions. We strongly on the values we hold and try to keep the other, and because of these sentiments, we are usually acting on our values in one way or another.
Watch the character of the leaders you described. Probably described values - or lack thereof.
(Whenever I ask people to describe a specific leaders, invariably citing values as a key element.)
What values you admire leaders who have chosen? These could include honesty, integrity, perseverance, compassion, wisdom, simplicity, sincerity.
To help do this, read the introduction to the Meditations, Marcus Aurelius', in which the Stoic philosopher and Roman emperor (121-180 AD) describes the character of people who have influenced his character. His description of Maximus illustrates my thoughts:
"From Maximus I learned self-government, and not be led aside by anything, and joy in all circumstances, as an admixture in sickness and only moral character of sweetness and dignity, and to do what was set before me without complaining. I noticed that everybody believed that he thought as he spoke, and that all that has never had any bad intention, and never showed amazement and surprise, and was never in a hurry, and not postpone do a thing, nor was perplexed nor down, nor has it ever laugh to disguise his vexation, nor, on the other hand, has always been passionate or suspicious. 'been accustomed to do acts of charity, and was ready to forgive; and was free from all falsehood, and presented the appearance of a man who could not be diverted from right rather than a man who has been improved. No man could ever think that he was despised by Maximus, or ever venture to think himself a better man. He was also the art of being funny in a pleasant way. "
- Meditations of Marcus Aurelius (Shambhala Publications)
Choose the five values of character that you admire in particular the leaders you described. Then make those values in triggers for action in his leadership, one at a time. In other words, you have five attributes value of legal action that can help define the way you lead.
For example, suppose that one of the leaders described was Maximus, and you said his character included happiness (which is a value!), Dignity, honesty, generosity, candor, never complaining, always ready to forgive. You could choose "always ready to forgive, but you can choose any or a combination, of others.
Make public. In other words, think of someone in your sphere of leadership which you have a gripe with someone you may have wronged or been wronged by, and acting. Try one person and "be prepared to forgive." See what happens. Do not expect any particular result, simply show that only character trait and let happen what happens.
Understand that I am not saying that should "be ready to forgive." This is simply an example of how to transform a character trait into action. Choose a feature. Just be sure you describe that characteristic, and this is something you want to emulate. In this way, you can begin to express the character in his leadership every day, and, equally important, you will be aware of that event - that the vast majority of managers are not.
In the second part, I will show you how to get results through the development of your character.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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