There have been many books written on Ethics over the years – including The Good Life by Gomes, The Ethics of Leadership by Ciulla, and a personal favorite, Ethics 101 by John Maxwell.
Frankly, as rich as so many of these books are, we often have a tendency to read them, even have the best of intentions to integrate the principles into our personal and professional lives; yet particularly when we are under pressure, these values are put to the test and we may fall short.
As an executive, we have two assets which rival as to which is most valuable to us. Both our time and our team are the two most critical components in achieving our objectives, personally and collectively. This article is going to focus on our time and a few suggestions on how to get the greatest return on our time.
As true transformational leaders, in order to accomplish our mission, it is critical we spend our time doing the right things. We know this; yet, we often struggle with what is most important, how to prioritize, and how to keep our eye on the ball when distractions arise which they invariably do.
What makes the difference in truly powerful leaders? How do they attract and keep loyal, committed followers? Where does their strength of conviction come from and how do we tap into it?
I believe it comes from within each of us, through a state of being I call alignment. So, what do I really mean by alignment? Aligned individuals simply love what they do, they are good at it, and what they do and why they do it are almost always tied to a purpose greater than themselves. Once an individual is truly aligned around their purpose – and thus, they are indeed living their life on purpose – this is when and where true power is revealed and released. Their mind, body, emotions, and spirit are in harmony.
There is simply no substitute for total alignment and congruency within a person or leader.
When the management doesn’t care, you can sense the difference in the company when you walk through the door. I have worked for companies where the employees felt no more important than the pawn in a chess game. They knew it, their managers knew it, and the company knew it. If you really do value your employees – great! But how is this reflected in your workforce?