Biology Reference
In-Depth Information
The integrity quotient of a leader should be her strongest point. No one
should be able to raise a finger against your ethics, integrity, and principles.
Your skills and achievements may win you the admiration and approbation of
those whom you lead but these are not the same as respect - respect for you, the
person. While people may respect a position or office, the level of commitment
that this perspective engenders does not begin to compare to the level of com-
mitment attained when there is unquestionable respect for one that holds the
position. Earning this type of respect is a function of consistent integrity, char-
acter, and mutual respect. Always ensure that your personal values and actions
match the values you publicly endorse - it is difficult to be a trusted leader when
you are considered double-minded or inconsistent.
As a leader you must be comfortable with public scrutiny, even expecting
your public and private life to stand up to harsh criticism. Any contradictions
in integrity, values, or honesty can be devastating to your career, movement, or
organization. One of the synonyms for integrity has always been honesty. If the
people around you question your honesty, your incorruptibility, they will ques-
tion the very bedrock on which your leadership is based. They will doubt the
motives behind all your actions and decisions. Your personal integrity should
never be in doubt, and that will happen only when you project a clear image of
an honest, principled, and scrupulous leader. It is not sufficient that you have
the integrity; it is important that everyone else believes in your inherent integrity
and trusts you.
When you have to make compromises, never let them be of your personal
values. Make sure that all those involved know the reason for your actions and
the resulting compromise. Never allow your motives to be questioned and speak
in terms of the decision as it relates to the vision, mission, and overall benefit
for the organization. People may not agree with what you say, but let there never
be a question over your motives for saying what you have said or the decisions
you have made for the team.
Clearly, leaders are multidimensional figures; however, there is no room for
inconsistency in values and integrity within a leader. In the past, it was easy for
leaders to minimize the importance of having consistency between one's per-
sonal and private lives. However, in the days of limited privacy, digital media,
and instant dissemination (i.e., YouTube), if you didn't believe it before, you
have new motivation to believe it today. Aside from the fact that virtually any
statement or action we make can instantly become publication information, the
public life, private life, and perceived person (image) that you are combines to
form your individual persona; this persona, accurate or not, becomes the image
of who you are to your followers, the public, and the world.
Belief in the Idea, Organization, or Mission
Just as your supporters need to believe in you, you need to believe in your orga-
nization, as well as the associated vision and mission. Belief and conviction
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