Unleash the Power of Moral Character

I consider myself extremely blessed to have reported to David A. Tierno, former Senior Partner, Management Consulting Group, Ernst and Young (EY), for over a decade. Dave was an incredibly effective leader, but what made Dave so special was how he achieved success. Some people talk about honor and integrity; others lead by example. Dave never had to pull rank or resort to command and control to get results. He led Ernst & Young’s Management Consulting Group to new heights because he was knowledgeable, admired, trusted, and respected. I haven’t worked for Dave in over 30 years and I, like so many others, would still move heaven and earth for him.

You discuss the importance of being true to oneself over managing public perception. How can leaders practice authenticity in environments that heavily reward performance and outcomes? 

People care so much about their popularity, their appearance, and their status. They care about what people think, whether others approve, and how they measure up. What’s more, people buy things to appear successful and even lower their personal standards to gain acceptance. That’s a hefty price to pay. But how are you viewed by the person you spend the most amount of time with — yourself?

We spend so much time worrying about our image, and so little time thinking about who we really are. Are you a good person? Are you proud of the way that you live your life? Would you want to be friends with yourself? Would you be happy if your kids followed in your footsteps?

The problem arises when people become fixated on being liked, causing perception to overshadow reality. In this scenario, you cede control of your life to others. While you hold your character in your hands, your reputation is at the mercy of others. As John Wooden, the legendary college basketball coach, said, “Be more concerned with your character than with your reputation, because your character is what you really are, while your reputation is merely what others think you are.” The point is, if we invested more time and effort in strengthening our moral character, we wouldn’t need to worry about the impression we’re making. So, any time someone asks you who you’re trying to impress your answer should always be “myself.”

Standing up for what’s right can be a lonely journey, especially for leaders. What advice do you have for leaders who find themselves isolated because of their values? 

It can be lonely to stand up for what’s right. Quite frankly, it’s hard to remain true to your values when you’re pressured to abandon them, to call out bad behavior when everyone looks the other way, and to tell the truth when you know you’ll become the object of scorn. You may get bullied, ridiculed, cancelled, and even punished for doing the honorable thing.

It’s easy to compromise your values, lower your standards, and look the other way, but the penalty of doing so is enormous. Actions have consequences. Inaction does, too. As Martin Luther King, Jr., said, “Our lives begin to end the day we become silent about things that matter.” The fact is, it’s better to stand alone with honor than to compromise your values to fit in.

This all comes down to acceptance versus self-worth. Some people are more interested in being accepted and winning the approval of others than in doing what’s right. The downside of acting that way is losing respect for yourself.

Be a role model who leads by example every day. Be the person who lives with honor and integrity, commands everyone’s respect, and makes decisions based on what’s right rather than what’s convenient. It won’t always be popular, and it won’t always be easy, but you can take great pride in knowing that you’re setting the standard for excellence. Follow your conscience; you have to live with yourself for the rest of your life.

Trust is a cornerstone of effective leadership. From your experience, what are the first steps a leader should take to rebuild trust in a team where it’s been lost? 

Many people ask if trust can be repaired. The quick answer is yes, but don’t expect to achieve success overnight.

When people engage in greedy, reckless, or dishonest behavior, they often show little remorse for their actions; instead, they’re angry about getting caught. Their initial response is typically to launch a high-profile PR stunt to repair the damage. Other times, they may abruptly alter their behavior to demonstrate credibility. This approach often backfires as people can easily see right through the facade; becoming more suspicious than trustful of the “new you.” The reality is that these transgressors are more focused on repairing their reputation than genuinely changing their ways. Such strategies often fall short because trust can’t be demanded or fabricated; it must be earned.

An alternative way to repair your reputation is by taking baby steps — consistently doing small things that win back everyone’s confidence and trust. The key is to live with honor and integrity and do what’s right — not because you expect to gain anything — but because it’s the right thing to do. And in doing so, you’ll begin to reclaim your reputation, inch by inch.

When someone consistently displays ethical behavior, you can predict their future conduct with some degree of confidence. However, if inappropriate behavior is displayed at any point during the process, it casts a shadow on the relationship. It goes without saying that when you do what’s right, you won’t be forced to defend what you did wrong. It takes a lot more effort to restore trust than to establish it from the start.

In your view, how can leaders ensure they’re not just achieving professional success but are also leading meaningful lives that contribute positively to society? 

When you consistently act with honor and integrity at all times, not just when it’s convenient, you’ll distinguish yourself and your organization from those who are self-interested or solely motivated to make a quick buck. This isn’t achieved through smoke and mirrors, but rather through honorable behavior exhibited every day.

If you hire exceptional people, train them well, inspire them, and then get out of their way, they will produce outstanding results. If you treat suppliers as integral members of your organization, foster an environment where everybody wins, and nurture relationships based on honesty, trust, and respect, they will reward you with commitment and loyalty. If you view customers as long-term assets rather than immediate sales transactions, and develop policies based on optimizing customer value, they will reward you with increased market share and profits. Last, but not least, giving back to the community not only makes an organization a good global citizen, but it’s also incredibly good business.

Being a good person or organization isn’t about doing any one thing — as much as it’s doing everything — the right way. Do you do what’s right or what’s convenient? Do you listen to your conscience or do what’s popular? Do you consider others or think only of yourself? If your thoughts, intentions, and deeds are heartfelt and beneficial to others, it will come back to you in spades. In short, while doing what’s right is good for others, it’s also beneficial for you.

With morality often seen in shades of gray, how should leaders navigate complex ethical dilemmas where the right course of action isn’t clear? 

You’re going to be tested throughout your life. You may be tempted to cheat to make yourself look good, stretch the truth to cover your behind, or do something unethical to get what you want. The challenge is that the right choice might not always be as clear as day. That’s when your actions reveal your true character.

It’s easy to say what you’ll do in theory, but actions speak loudest.

It may be easier to:

• Sugarcoat bad news rather than tell it like it is.
• Sweep a problem under the rug rather than address the issue head-on.
• Look the other way rather than reprimand a star performer for unethical behavior.
• Follow the crowd rather than remain true to our beliefs and values.
• Maintain silence rather than speak up against injustice.

To make matters more complicated, your answer may not always be on full display. In fact, it may be a test in which you grade your own exam. No one will know how you performed — but you will.

If you choose the path of honor and integrity, there may be some negative consequences. In fact, you may fall short of the prize that you had your heart set on; you may be forced to tell your boss you’re not comfortable with his or her request; or, if you did something wrong, you may have some explaining to do.

The prize for being honest is that, even though you may not win all the time, you’ll be true to yourself and your values. As former Senator Alan K. Simpson said, “If you have integrity, nothing else matters. If you don’t have integrity, nothing else matters.”

Leaders often sacrifice personal goals for their professional ambitions. What guidance do you offer to those struggling to balance these aspects of their lives? 

Some people measure success by the wealth they’ve accumulated, the power they’ve attained, or the status they’ve achieved. Yet even though they’ve reached success beyond their wildest dreams, they still have an empty feeling — something is missing from their life. Purpose.

Here are a few scenarios that describe this emptiness:

Lonely at the top. I was obsessed with making it to the top. When I arrived, however, I learned that it wasn’t all it was cracked up to be. I now realize that my continual pursuit of advancement seriously compromised my ability to spend quality time with my family and build meaningful relationships with friends.

Image Credit: Suzanne D. Williams