...until you have to believe it!We began this month facilitating a session on Ethics and Values for our local chamber’s Leadership Institute which we helped develop and facilitate. Later, we received our latest issue of West Point magazine published by the Association of Graduates from my alma mater, the United States Military Academy at West Point. The issue is dedicated to how they teach character at West Point. It seems the universe is saying we are due for an article on Leadership Ethics and Values so, here goes!When we speak of ethical value-based leadership, we are more specifically talking about ethical value-based decision-making. But to truly understand ethics and values in context, we need to ensure we are grounded in a few key definitions. We define values as broad preferences concerning appropriate courses of action or outcomes and reflect a person’s sense of right and wrong or what “should be”. Ethics,...

...But I can’t agree with someone I don’t trust”As we’ve written in the past about the two main themes in the title (Trust and Conflict) as separate topics by themselves, we decided to combine the two based on what we are seeing in the world of leadership over the last few quarters. We’ve talked about trust quite a bit as leaders navigate the new reality with their teams. It is a central ingredient to being able to connect with and influence their team. We’ve also talked about a leader’s ability to manage conflict effectively including recognizing not all conflict is negative or destructive.As we combine the two into a single discussion, the title comes from a variation of narratives we’ve used in our coaching practice to help leaders understand how the two align. From a practical sense, we are breaking down any misconceptions that trust implies agreement or that disagreement implies...

...Willing is Not Enough. We Must Do”Ah, the beginning of a new year with new possibilities, opportunities, and challenges for business leaders! It is a time of year where knowledge and intentions run high based on newly minted business plans, sales goals, and growth objectives. Such high expectations leaders have for their teams and businesses before the reality of the VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment sets in. Presumably, the impact of VUCA was baked into the business planning, sales goal planning and growth objective planning. But as Johann Wolfgang von Goethe’s title quote reminds us, planning is just the beginning of achieving desired results. It is through action and application that desired results are truly achieved!So, what is it that gets leaders and their teams beyond the knowing and intending to achieve desired results? What is their motivation? Actually, the second question is a large part of the answer...

...or Excellent?In our last article, we focused the discussion on organizational success by being reasonable and rational assessing the capacity and capability of the business. The context is around effectively leading the organization in the current new reality of a VUCA (Volatile, Uncertain, Complex, Ambiguous) business environment. In this month’s discussion, we look at the same context applied to one’s self-leadership. How leaders lead themselves goes a long way in determining their effectiveness in leading others. A frequent self-leadership challenge we see in our coaching practice is the idea of striving for perfection. When we engage with a leader who is on this path of perfection, we ask the question that is the title of this discussion, “Are you trying to be perfect or excellent?”The first thing one notices in the question is the inference there is a difference between being perfect and being excellent. There are a multitude of examples...

...of Our Capability.A frequent topic of discussion in our leadership coaching practice in the last several months is how to manage burnout. When we explore the topic more closely, a common theme arises to the surface. It seems despite the many issues of the time (great resignation, post-pandemic uncertainty, global supply chain, etc.), leaders are still trying to achieve their original goals as if these issues simply didn’t exist.In truth, every business, for-profit or non-profit, public or private, large or small, operates on two related and interdependent variables: Capacity and Capability. Capacity consists of the assets and inputs, both tangible and intangible, the organization has on hand or can be readily acquired. Capability consists of the collective skills, knowledge and attitudes the organization leverages to conduct their business strategy and effectively compete in their markets. All businesses must assess their competitive strategy through the lens of their executable capacity and their...