Integer Leadership Consulting

Rhetoric, style, skill and charisma (from the Greek meaning “gift”) for leaders will only go so far and that, ultimately, is not very far at all. Problem is, most fail to understand this unpopular and therefore mostly inarticulate truth about organizational leadership. The more I see, the more I read, the more I am convinced that one’s teleological reflections (“what” greater end, good or greater purpose will be served by my leadership?) and existentialist ponderings (“why” must or why am I compelled to lead?) must be shaped intrinsically rather than defined by and driven by external forces and pressures.

Take for example the writings or Robert Greenleaf (Servant Leadership) and Parker Palmer (Let your Life Speak), both Quakers, who address clearly and forthrightly the “place” where authentic leadership is born: in the depths of one’s being and in the foundations of one’s understanding of ultimate purpose and service to others. If the questions of purpose and intention are not answered early on….if this inner clarity is missing in the life of the leader, the chances are strong that other extrinsic priorities will define the inner world of the leader. Furthermore, to be blunt about it, when what lies at the heart of the leader’s intent and purpose is to serve only oneself, a trail of broken and bloodied bodies and scared organizations can often result. Why play the dangerous game of believing otherwise? It is my contention that when leaders allow their professional technique, prowess or knowledge-base to define the “sacred” inner world of purpose and intention, the leader at some point becomes compromised and others suffer in their wake. Furthermore, like throwing pearls before swine, the world of leadership technique and knowledge have absolutly no business meddling in the the hearts of its leaders. Yet, when leaders “allow” this meddling to take place because they have failed to do the hard work themselves, they and not the organizations they lead, are culpable.

What does this mean? Simply put…the hardest work of the leader is NOT to be found in the execution of the leadership craft but rather in laying the foundation of purpose and intention. I believe this is what Greenleaf and Palmer address: leadership that changes people and processes is leadership rooted and grounded in serving a much greater and deeper “good” namely communicating value, affirmation, integrity and excellence to those who are led. The only leaders capable of this type of “speak” are the leaders who have plumbed their own depths and taken full responsibility for securing and protecting this hallowed inner space where purpose and intent are crystal clear. Let us not make the tragic mistake of believing that the hard work involved in getting these priorities defined compromises the execution of the “harder” and more complex skills involved in sound organizational leadership.