Integer Leadership Consulting

Regarding values, many use Jesus as an example of a values-based leader. Good pick I might add. Some, however, would identify Jesus as an unsuccessful example of values-based leadership. Why? Because his values nailed him to the cross…virtually a parallel kind of “death” that many values-based leaders experience…being fired because of their convictions. Is it good to be a person of principles/values if those values, like a milestone tied around our neck, drop us to the bottom of the sea? We tend to forget that dark aspect of Jesus’ life. Indeed, I find great inspiration from the example of Jesus, however, I also understand that his values were steeply opposed to the powers of the day. He was eliminated because of the immense threat his values represented. This raises a good question, “in what ways do our values threaten others and is this sense of threat a good thing or a destructive thing?” When do you stand firm and when to you stand down? Do we stand on principle to the bitter end or do we find a way to make our values work in chameleon-like fashion regardless of the context? This is to say that values are most effective, for any leader, when they are invisible…when they are not pandered or explicitly advertised but rather LIVED authentically within organizational processes and systems.

I think transformational leaders who are led by their values understand the importance of contextualizing their values within a specific organizational system (know when to hold ‘em…know when to fold ‘em approach). We rarely have neither the courage nor wisdom to do what Jesus did (live authentically with our values regardless of the cost to us) but we can draw inspiration from him: hold to values, values that are redemptive to people and organizations but also understand how to manifest those values intelligently, thoughtfully, contextually and indigenously. Furthermore, to value the values of others is critical and affirming of them. It is unwise for any leader to blithely and hubristically present their core values to others who do not understand or appreciate those values. How important it is, then, to carefully embody your values…even translate them into the lingua franca of the people with whom you work. This type of “translation” is not done well by many leaders. They assume that positional authority automatically entitles them to bandy their value without thought of appropriate contextualization of those values within the unique setting of that organization. Now that is good leadership! Live with core values…values that are redemptive and just and inclusive…and apply them within the competent exercise of your leadership.