propaganda movement
ETHICS
CHARACTER
Character Formation
F o u n d a t i o n o f e ff e c t i v e l e a d e r s h i p . by Gayle D. Beebe
I
’VE SEEN MANY LEADers ruin their opportunities because of a moral failing. Sometimes indiscretions, embezzling money or corrupt political practices undermine confidence in a leader. But often, lesser evils cause the problem. The capacity to develop character will determine how well leaders achieve long-term, sustainable success.
Peter Drucker worked from a moral vision using the mirror test: Whom do you want to see in the mirror when you wake up in the morning—a morally upright and respected person or an individual devoid of a soul?
Drucker said there is no such thing as business ethics—we are either ethical or unethical regardless of the situation. He insisted that bedrock integrity is necessary for effective leadership.
Drucker believed the greatest test of our integrity and character is the way we treat other people. In Management, he writes, “They may forgive a man a great deal: incompetence, ignorance, insecurity or bad manners. But they will not forgive his lack of integrity.”
He thought a lack of integrity should disqualify anyone from leadership.
The formation of our character creates predictability, dependability and consistency. These qualities ensure that our leadership is reliable and motivates people to place confidence in us.
Our effectiveness as leaders is built on trust. Although 75 percent of Americans admit they would lie, cheat or steal if they thought they could get away with it, leaders are on constant display and can’t escape the spotlight and scrutiny.
Character is the foundation of great leadership success; when absent, it charts the path for colossal failure. Our beliefs, actions, self-reflections and corrective behaviors form our character. Leaders must develop moral self-reflection and self-correction. Our moral awakening often results from realizing we’re out of
CHARACTER
Character Formation
F o u n d a t i o n o f e ff e c t i v e l e a d e r s h i p . by Gayle D. Beebe
I
’VE SEEN MANY LEADers ruin their opportunities because of a moral failing. Sometimes indiscretions, embezzling money or corrupt political practices undermine confidence in a leader. But often, lesser evils cause the problem. The capacity to develop character will determine how well leaders achieve long-term, sustainable success.
Peter Drucker worked from a moral vision using the mirror test: Whom do you want to see in the mirror when you wake up in the morning—a morally upright and respected person or an individual devoid of a soul?
Drucker said there is no such thing as business ethics—we are either ethical or unethical regardless of the situation. He insisted that bedrock integrity is necessary for effective leadership.
Drucker believed the greatest test of our integrity and character is the way we treat other people. In Management, he writes, “They may forgive a man a great deal: incompetence, ignorance, insecurity or bad manners. But they will not forgive his lack of integrity.”
He thought a lack of integrity should disqualify anyone from leadership.
The formation of our character creates predictability, dependability and consistency. These qualities ensure that our leadership is reliable and motivates people to place confidence in us.
Our effectiveness as leaders is built on trust. Although 75 percent of Americans admit they would lie, cheat or steal if they thought they could get away with it, leaders are on constant display and can’t escape the spotlight and scrutiny.
Character is the foundation of great leadership success; when absent, it charts the path for colossal failure. Our beliefs, actions, self-reflections and corrective behaviors form our character. Leaders must develop moral self-reflection and self-correction. Our moral awakening often results from realizing we’re out of