by Astrid Davies | 7 Aug 2024 | Diversity of Thought, Leadership Matters, Sustainability
One of the great privileges of my work is supporting a range of organisations in the UK’s charitable and community sector. All of them have leaders who frequently describe their roles as “a balancing act”. This is because they have to manage a delicate balance between internal management and leadership by paid staff AND their Trustees. They also have to do this while ensuring their charity presents itself strongly in a difficult financial market AND managing how their charity shows up in the local community. This balancing act is essential for ensuring the charities’ sustainability (in all senses), credibility, and impact.
Running the Charity: Internal Management
Effective leadership within the charity sector starts with strong internal management. This involves effective and savvy strategic planning, sound financial management, and efficient operations. Leaders must ensure that the charity’s mission and goals are clear and that all activities align with these objectives. They must also bring paid staff AND volunteers along with them on the journey. When this journey features a big change of direction (or a big change in how the charity is run) this can be a tricky task for the leadership.
Add into that, that many charity leaders are “accidentals”. By this I mean that they took a senior job in a charity because they believed passionately in the purpose. The trouble is, they may not have had the management and leadership training to equip them with all the necessary skills to do the job. Often, the very different nature of charity strategic operations means it attracts people unhappy with (or unsuited to) the corporate world. Charity leaders are a varied lot, but always resourceful and pioneers of “agile” leadership way before it became on-trend. Survival instincts do that to you.
Trustee Behaviour and Responsibilities
Good governance is vital to effective charity operations. It is also a key feature of leadership. Trustees play a crucial role in the leadership of charities. They are responsible for effective governance, which includes ensuring compliance with legal and regulatory requirements, safeguarding the charity’s assets, and setting the strategic direction. This is all set out in the Charity Governance Code and yet is something very few charity trustees and paid leaders appear to know about.
Trustees are often people who have held senior roles in a long working life and are now “giving back” in retirement. For most this means doing good in a way that helps their local community. For most this also means doing good, well. However, for a slim minority, being a Trustee is a badge of office, an instrument of power to use as a bludgeon rather than a ladder to help up others. Sadly, I have encountered some autocratic bullies in local charities. Such people tend to run their organisations as their own personal fiefdom, to pursue theor own personal agenda. That is toxic and has nothing to do with effective leadership. Effective trustees are engaged and knowledgeable leaders, acting with integrity.
Presenting the Charity to the World
How a charity presents itself in the marketplace is vital for attracting donors and volunteers at both the operational and strategic levels (Trustees are volunteers who run a charity). A charity’s market positioning is also key to ensuring it targets, reaches and attracts its beneficiaries. These are the people that the charity has been set up to help and they have to be defined in governance documentation and registered with the Charity Commission in the UK.
It is impossible to have strong and effective market positioning and branding without effective leadership within the charity. Effective marketing involves creating a strong brand identity, clear messaging, and a compelling value proposition. Good luck having that in an organisation that lacks a vision, a clearly communicated sense of shared purpose, and an effective operating model that maximises the impact fundraising can have.
Demonstrating Leadership in the Community: Impact and Engagement
Next in this list of leadership obligations that charity leaders have to juggle and, hopefully, balance, is leadership within the local community. This may involve engaging with community members, whether beneficiaries of the charity or not. It may also involve understanding the community’s varying needs. It is almost certainly going to involve delivering services that have a lasting impact in the community that the charity aims to serve.
There is another angle to this. There are many local and national charities which are advocates for change. On the one hand, leadders might push for change, demonstrating leadership in their own field. On the other, it might be by collaborating with others to increase their impact and effect. The recent marches in London in support of nature, prior to the UK General Election, were an example of this. Many national and global charities came together to remind politicians that wildlife and the natural world need a voice at future political tables. It was a powerful message.
The Balancing Act in action
Charity leaders are looking to the future more than ever before. Not only is this a reflection of the scarcity of money available to them, through reduced public sector spending and a cost of living crisis, but it is also a reflection of the increased reliance we all have on digital tools. Online fundraising, virtual events and the widespread use of Artificial Intelligence to improve donor experience when giving hard-earned cash, are here to stay.
I am pleased to report that charity leaders are also pooling their meagre resources more and better. Small is no longer beautiful, because it splinters the pot available to charities. More charities are seeing the solution to complex issues to be shared, not a solo challenge.
Impact measurement is also something that charities are looking to do. I always advocate the use of Generic Social Outcomes, as I have noted in another blog on this site. However, there are others, such as the sustainability impact indicators associated with BCorp status. It is vital that donors can see their money making a clear difference.
Leaders in the voluntary and community space have a tough job. We rely on them doing that well, every day. We don’t realise how much we rely on them, I suspect. So the next time you think about a local charity as they fundraise and ask for support, please consider helping out. You never know where it might take your leadership journey!
If you would like to explore how I can help your charity with its leadership development, I would be delighted to have a chat. Please book a complimentary strategic conversation and let’s get you started.
by Astrid Davies | 16 Jul 2024 | Diversity of Thought, Leadership Matters
In the run-up to the recent UK General Election, I conducted a poll asking people their thoughts on using “leadership” as a smokescreen for polemics written on LinkedIn. The results were revealing: 29% supported it as fair game, another 29% felt it depended on the context, but a surprising 43% considered it unprofessional. This response highlights a broader issue in the realms of both marketing and politics: the delicate balance of thought leadership.
Thought Leadership in Social Media Marketing
Thought leadership is a strategy that businesses use to establish themselves as authorities in their field. By sharing insights, expertise, and forward-thinking ideas, companies can build credibility, foster trust, and differentiate themselves from competitors. Social media has become a critical platform for this form of engagement, providing a direct line to a wide audience.
Marketing experts advise that thought-provoking content encourages interaction. Social media platforms thrive on engagement, and posts that spark discussions, shares, and comments can significantly boost a brand’s visibility. In this way, a business like mine can position itself at the forefront of an industry’s thought leadership and market. Not only does this attract potential customers, but it also attracts attention from industry peers and influencers.
The Toxicity of Political Polemics
While thought leadership is an invaluable tool in marketing, its application in politics can be fraught with challenges. Politics, by nature, is a highly polarised field. When the concept of leadership is used as a smokescreen for polemical rhetoric, it often backfires, creating toxicity rather than constructive dialogue. In fact, politics is a topic which is best avoided in many social circles. So why is it that on social media, some people believe it is acceptable to launch into politicised vitriol and opinions-as-fact.
Why is Politics So Different?
Political discourse is inherently divisive. Unlike business sectors where competition exists, politics is a zero-sum game; one side’s gain is another’s loss. This environment can turn thought leadership into a weapon rather than a constructive force. In a world where trust is the key to attracting custom, it seems perverse to alienate potential customers with highly-partial views.
Political figures and their statements are subject to intense public and media scrutiny. Any perceived misuse of leadership rhetoric can quickly lead to accusations of manipulation or dishonesty, eroding public trust. Politics elicits strong emotions. When leaders use thought leadership as a façade for pushing agendas, it can provoke strong negative reactions, alienating not just opponents but also potential supporters who value integrity and transparency.
This is much the same for leadership consultants. I see peers in my industry commenting online, particularly the ones espousing particularly neo-liberal views. And they are often those accusing others of being “political” if those others’ content deals with inclusion, integrity and fair play. I have been accused of “political” content – for publishing online a comment about officials in power having been shown not to show leadership on an issue of criminal wrongdoing. That was odd, at best!
As reflected in the 29% who said “it depends,” the context in which political rhetoric hides behind “leadership” is vital. As I mentioned above, criminal activity is not showing leadership. Or so I thought. Clearly, others felt that political allegiance was more important than morality. As I say, odd, at least to me. However, the context was obviously different for the two of us in the exchange. The largest segment of my poll respondents (43%) deemed using leadership as a smokescreen unprofessional. This underscores the importance of maintaining a professional and respectful tone in political discourse. It also shows that people’s understanding of context is highly subjective. In turn, this suggests that politics is a topic best left well alone, with or without leadership as its camouflage.
Thought Leadership Lessons for Businesses
The insights from political communication can also benefit businesses. Just as political leaders must be authentic, businesses should ensure their thought leadership aligns with their core values and mission. Understanding your audience’s perspective is crucial. Content that resonates with one segment may alienate another, so it’s essential to strike a balance. While thought leadership can be a powerful tool, overusing it or using it inappropriately can backfire. Businesses should avoid appearing disingenuous or overly self-promotional.
Thought leadership is a double-edged sword. In the world of marketing, it can position a company as an industry leader and drive engagement. However, when you bring in politics, the same tactics can lead to division and mistrust. The key lies in authenticity, transparency, and a deep understanding of the audience (and the politics!). Leadership is an important topic and it is way too important to play politics publicly and pretend you’re talking about leadership.
If you would like to discuss any of the points raised in this blog, please get in touch.
Image credit: Photo by Werner Pfennig: https://www.pexels.com/photo/man-in-black-suit-wearing-eyeglasses-being-interviewed-by-media-6950226/
by Astrid Davies | 11 Jul 2024 | Diversity of Thought, Leadership Matters, Sustainability
Measuring the impact of initiatives that aim at improving social outcomes is crucial. Yet despite the fact that it is what most funders require, it is not always easy to do. That is because alarmingly few organisations know of The Generic Learning Outcomes (GLO) and Generic Social Outcomes (GSO) frameworks. Developed by the Museums, Libraries and Archives Council in the Noughties, the frameworks offer a set of indicators to evaluate how cultural services have an impact on people’s lives. Now hidden away in the depths of the Arts Council England website, the framework languishes, rarely in use and lurking behind blind hyperlinks. This is a real shame. I am on a mission to increase their take up, particularly and specifically to help organisations measure those hard-to-measure differences they make to people’s lives.
Why should we be measuring impact?
Improvements in how people feel, how they interact, and their confidence levels, are often intangible. The irony is that they are often the most important parts of people’s lived experience. The fact they are intangible is what makes them so hard to evidence, let alone measure. That makes it hard for organisations and projects seeking to deliver better social outcomes, to evidence the effectiveness of what they do. This is particularly important for funders, who increasingly are under pressure from “impact investors” to demonstrate clearly the benefits their funding has secured.
The GLO/GSO frameworks help organisations capture quantitative data from qualitative evidence. This, in turn, provides a much fuller illustration of the impact. And that impact can be across a wide range of themes: skills; personal confidence; social isolation and cohesion; public safety and community; enjoyment. It’s really vast.
The Value of Measuring Impact
Evaluating the impact of programs provides evidence of their effectiveness. Evidence is vital for securing funding and support. It also offers important insights into what works and what doesn’t. This means organisations can use the data to inform (and measure the ongoing effectiveness of) continuous improvements. Measured impact also helps, by demonstrating accountability to stakeholders—funders, participants, and the wider community. Clear numbers showing clear impact makes it easy for everyone to see what is going on and how well it’s being done.
How GSOs help measure impact
The GSO framework provides a structured approach to measure hard-to-measure things such as wellbeing, community and agency.
It comprises indicators that cover a wide range of social outcomes, from health and well-being to community cohesion and environmental sustainability. These indicators are designed to capture changes in both individual and collective experiences.
By using broad-brush headings, which speak to specific social impact areas of importance, the GSOs offer a structured approach. Not only this, but they offer flexibility within that structure. That may sound an oxymoron, but it is possible – and indeed desirable – for organisations to create their own questions. It works best when these are a subjective and highly-targeted list of simple-to-answer questions, under the broad headings within the GLO/GSO framework. Simply by using a sticker chart, or smiley faces on a flipchart, it is easy to compile detailed data. Count the answers to the questions. And that’s it! You have turned intangibles swiftly into metrics and percentages which reflect public answers in a real, tangible and measurable way.
Implementing the GSO Framework
To measure impact using the GSO framework effectively, follow these steps:
- Identify Relevant Outcomes: Select the GSO indicators that align most closely with the goals of your initiative. Ensure that you consider both qualitative and quantitative aspects.
- Develop Data Collection Methods: Create surveys, interview guides, and observation checklists tailored to the chosen indicators and their ease of use by your target audience. Sticker charts or counting counters in a jar are simple and still very effective measures. Use a mix of methods to capture a comprehensive view of impact.
- Collect and Analyse Data: Gather data consistently and systematically. Make sure you record the data in a transparent fashion. Inviting audience members to help you count is one way to engage people in the process.
- Report and Communicate Findings: Present the findings in a clear and neutral way, highlighting both the quantitative metrics and the qualitative stories behind them. Use visual aids such as charts and infographics to deepen relevance and understanding, keeping them appropriate to your audience.
Why am I banging the drum so loudly for GLOs and GSOs? That’s easy – it’s because I led a team that helped to develop them. We made them work to demonstrate impact across theatres, leisure centres, intergenerational literacy events … even a botanic garden! In a world where charities and community organisations are all competing for an ever-dwindling pot of cash, GSOs offer a great way for those organisations to measure what they do and how well they do it. That can only be helpful, when you need to demonstrate your worth for investment.
The ability to measure and articulate the impact of initiatives on well-being, social interactions, and personal development is increasingly important. The GSO framework provides the structure and guidance necessary to achieve this. As a result this ensures that we measure the true value of social initiatives so it is possibe to both recognise and celebrate them fully. Embracing this framework can help organisations better understand their effectiveness, improve their programmes and communicate their successes to stakeholders. If you would like to know more, please get in touch and I would be happy to explain how you could use GSOs to further your organisation.
by Astrid Davies | 21 May 2024 | Diversity of Thought, Leadership Matters
Photo by Nick Fewings on Unsplash
“Integrity is doing the decent thing, even when no-one is watching” (CS Lewis)
Integrity: the quality of being honest and having strong moral principles (Oxford online references)
Both of these definitions give us a clear picture that integrity is something to be prized. It is a positive, something that is good and seen to be good.
What these definitions miss, however, is the frequency with which this key leadership value is overlooked, discounted, assumed. Too many people think integrity is a given.
As a matter of fact, I was coaching a client today and this arose. We were carrying out a piece of reflective practice, where the client was encouraged to reflect on their leadership behaviours and to identify what was innate and what they considered “Leadership” (capital L).
Everything the client was saying indicated that integrity was at the core of their value system. And yet they happily listed “Delivery”, “Reliability” and “Honesty” as desirable traits they felt they showed. Interestingly, when I wondered aloud whether “Integrity” might feature, they said, “Oh Integrity is a given!”
Why is Integrity a given?
Integrity is something that is seen by many leaders as a basic necessity, a key leadership skill that means you can’t get past GO and collect the proverbial £200 without it (a Monopoly board game reference, in case you’re unaware).
This makes me glad and sad in equal measure.
Why? Well, put simply, I wish more leaders understood that Integrity is actually a damned sight less common than they think!
Many people are in senior positions and assume (or have conferred upon them) the title of “Leader”. However, those people may not actually inspire, engage and influence positively; these are key leadership behaviours that don’t come naturally to everyone. Just because someone wears the trappings of high office, doesn’t mean they lead effectively. And to be clear, I define “effectively” as ethically, behaving in a responsible manner for people, planet and profit where that can be kept in balance with the first two.
Ethical leaders will behave professionally, supporting their peers and challenging their opponents with courtesy, reason and facts. This responsible leadership approach is actually an extension of their wider personal behaviour set. They don’t just get up and put on their ethical pants. That’s not how ethical leadership works.
And it is the very fact that they eat, sleep and breathe behaving positively which makes them discount Integrity. For them, it is indeed a given. Integrity is seen as “the way we do things”. It is an assumed behavioural state.
This is dangerous. Assumptions are ALWAYS dangerous. It is a wise leader, who remembers that everyone is different and, therefore, that the odd display of tactful Integrity can be helpful in making one’s position clear. In doing so, this normally flushes out those wannabe Leaders in the vicinity, whose grasp on Integrity which is rather more insecure.
Ask yourself the question.
To tell which side you’re on, ask yourself the question, “How do I demonstrate Integrity?”
If your answers provide evidence of putting others first, advancing the cause of others and using your own position of influence to help resolve issues for others, you have probably nailed it.
If, however, your answers include such things as popularity, prestige and not taking the last biscuit in the office kitchen, you’ve probably a way to go!
OK, so this may be a rather facile way to determine your attitude toward integrity, which feels at odds with the very concept. That’s intentional.
The point is to ask yourself to consider Integrity in the context of how you lead. Actually think about it. Be intentional about thinking about the role that Integrity plays in your life. And you, like my lovely client today, may enjoy the realisation that your leadership displays Integrity in abundance. You just hadn’t noticed it. It was just a given.
If you would like to explore this topic further, please get in touch. We can have a no-obligation conversation about ethical leadership and see what you’re including in your leadership assumptions. You never know what you might learn!
by Astrid Davies | 25 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
The intersection of ethics, sustainability, and leadership has become a focal point for organizations aiming to thrive in the long term. It has always been my company’s focus. However, what should ideally be a collaborative effort toward a brighter future often subsides into a blame game, where proponents of these approaches are labelled as sanctimonious saints or as blame-shifting shamers. There is certainly a whiff of this in some places where I give talks.
In this blog, I will examine this and explore how it affects the collective journey toward a more ethical and sustainable world.
Ethics and Sustainability – more than buzzwords
Ethics and sustainability are no longer mere buzzwords; they’re imperatives for businesses (and so much more). Embracing ethical practices and sustainable initiatives isn’t actually about altruism. Instead, it’s about securing a viable future for their business and its customers, for years to come. Leaders who recognise this reality are often at the forefront of change, advocating for responsible business practices and environmental stewardship. They know it makes good business sense. People want to “buy good”, to make themselves feel better, as well as make a difference to the planet or their local community.
The trouble is, despite best intentions behind these efforts, these business leaders sometimes become entangled in a web of judgment and finger-pointing. Those who champion ethics and sustainability are sometimes perceived as holier-than-thou figures. Some people see them as flaunting their moral superiority for praise and validation. This perception can breed resentment among those who feel judged or inadequate in comparison.
Furthermore, there’s a disappointing tendency to demonise these same leaders, if they are perceived as falling short in their ethical or sustainable endeavours. Instead of fostering understanding and collaboration, this approach can alienate potential allies and perpetuate a cycle of defensiveness and hostility. It can also lead to endless rabbit-hole investigations to prove that someone in their company misused a paperclip in 2003, or any other irrelevant minutiae which could undermine the message. The message is, after all, threatening. There are $billions globally tied up in all the business interests that pollute geographies or subjugate communities.
Moving from blame-game to shared learning – some thoughts
So, how do we break free from this blame game and foster a more constructive dialogue around ethics, sustainability, and leadership?
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First and foremost, it’s crucial to recognise that no one is perfect.
Ethical and sustainable decision-making is complex and often involves trade-offs and compromise. There are many parts of the sustainability movement that pursue the ultimate purist solution and miss out on the day-on-day progress possible right under their noses. Rather than aiming for perfection, business leaders should focus on progress and continuous improvement. Improvement that they can see, measure and explain to their stakeholders (staff, community and customers). I would also recommend they celebrate small victories and learn from setbacks, keeping the long-term vision in mind. “Eye on the prize, people!”
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Moreover, fostering empathy and understanding is essential.
Recognise that everyone is on their own journey, and change takes time. Instead of vilifying those who haven’t fully embraced ethics and sustainability, seek to understand their perspectives and challenges. What are the competing priorities and market conditions they are undergoing? Empathy builds bridges and opens the door to meaningful conversations. Here again, it can also be used, skilfully and ethically, to help customers understand what is going on within the business. This builds that relationship with the market which is the Holy Grail of marketing, after all.
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Furthermore, leaders must lead by example.
Actions speak louder than words, and demonstrating a commitment to ethics and sustainability through tangible initiatives speaks volumes. Whether it’s reducing carbon emissions, promoting diversity and inclusion, or championing fair labour practices in any part of their global operation, embodying these values sends a powerful message to both internal and external stakeholders. Increasingly it is also important to their shareholders.
This last point is important. Hiding in the Global North and commissioning cheap clothing from sweatshops in the Global South that pollute local rivers and are deathtraps in terms of building safety, is greenwashing. Let’s name it and, yes, shame it. We DO need to be free to call out poor, dissembling behaviour. There is a world of difference between pointing out lies, and criticising a business for not having made enough progress but understanding their journey and supporting them to achieve targets. Investors increasingly want to look good – greenwashing doesn’t.
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Additionally, education and awareness are key.
Many people may not fully understand the implications of their actions or the benefits of adopting ethical and sustainable practices. If it was easy and cheap, don’t you think people would have done more of it by now?! By providing resources, training, and transparent communication, leaders can empower individuals to make informed choices and contribute to positive change. Their staff are the best ambassadors for sustainable change and can be empowered to live and breathe the message, really “being the change”.
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Collaboration is also essential.
No single organisation or individual can solve the complex challenges we face alone. By forging partnerships and working together toward common goals, business leaders can leverage collective expertise and resources for greater impact. This is again challenging, where business has traditionally operated a cut-throat competitive economic model of growth – and growth at the expense of the competition. Collaboration fosters innovation and accelerates progress toward a more ethical and sustainable future. And increasingly, business leaders are seeing the power of this collaboration, in saved costs, better product design and improved market longevity. Finally, it’s cool to “collab’ “!
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My last observation is that it’s crucial to cultivate a culture of accountability and transparency.
Rather than live in fear of social media keyboard warriors and lazy hacks, genuinely holding themselves and others accountable for their actions enables leaders to seize the initiative. In doing so, it enables them to do it with compassion and a focus on growth rather than blame. There is an emphasis on collective endeavour, rather than the Lone Ranger hero. Transparency builds trust and credibility, laying the foundation for meaningful transition to sustainability. It also sells, and sells well.
Ethics and Sustainability in practice
In my own personal situation, I navigate the tensions between being “Saint Astrid of the Wind Turbine” and being seen as a finger-wagging harpy the best I can. The journey toward ethical and sustainable leadership is fraught with challenges, for everyone. I run a micro-consultancy, linked to a domestic dwelling. I can’t prove my energy efficiency, I don’t qualify for grants. In short, it is hard for me to walk to talk in many ways.
Nevertheless, my job is as much selling the possibilities and opportunities as it is supporting leaders to find their roles easier. And what possibilities and opportunities! By transcending the blame game and embracing empathy, education, collaboration, and accountability, I am seeing more and more business leaders navigate these complexities successfully. They make more money and have a happier workforce. Doing good, well, really is a great way to keep your staff as well as your customers. Ethical sustainable leadership pays – eventually.
I am privileged to play a part in this for some. If this blog has given you food for thought and you would like a chat about how I support leaders to transition toward sustainability in their business, please get in touch. I would be happy to help you too.
Image credit: Torsten Dederichs on Unsplash
by Astrid Davies | 5 Apr 2024 | Diversity of Thought, Leadership Matters, Sustainability
Leadership is a massive topic, but I would argue there’s a crucial trait that sets apart the truly remarkable leaders from the merely adequate ones: values-based leadership. It’s not just about making decisions; it’s about making the right decisions, grounded in ethics and principles that serve not just the leader, but the entire community or organisation they lead.
What exactly makes a values-based leader?
First and foremost, the values-based leader is guided by a strong moral compass. This compass isn’t just a tool for navigating tough situations; it’s a fundamental part of who they are. Values-based leaders understand the importance of integrity, honesty, and fairness in all their actions. They don’t just pay lip service to their core values; they live them every day, setting an example for others to follow but also purely for themselves as how they do what they do.
Ethics and values are at the core of everything they do. These leaders recognise that their decisions have consequences, not just for themselves, but for everyone around them. That’s why they take the time to consider the ethical implications of their actions, weighing the potential risks and benefits before making a choice.
But it’s not just about doing the right thing when it’s easy; it’s about doing the right thing even when it’s hard. Values-based leaders are prepared to stand up for what they believe in, even if it means going against the grain or facing criticism. They understand that true leadership requires courage and conviction. This can lead them to put themselves on the line, if that is what it takes to do what’s right.
This approach emphasises the importance of aligning leadership practices with core values, ethics and principles. Instead of simply focusing on achieving goals or maximising profits, values-based leadership prioritises the well-being of people and the planet. Specifically, it focuses on IMPACT.
The importance of impact
Values-driven behaviour isn’t just a box to check off; it’s a way of life for these leaders. They understand that their actions speak louder than words. Some may work hard to lead by conspicuous example. On the other hand, other leaders choose to follow their values discreetly, keeping their own performance ethically-aligned and staying in their lane. As with so much in leadership, there is a broad spectrum. Whether it’s treating employees with respect, being transparent with stakeholders, or making environmentally responsible choices, leaders driven by their values consistently demonstrate their commitment to doing the right thing.
The important thing here is not what the leaders do, so much as the difference it makes. It would not be terribly ethical for a leader to make a massive show of “doing the right thing” only for this to benefit no-one but themselves! A values-based leader will focus on answering the “So What?” question. Not only that, they will focus on answering that with actions and results which benefit the maximum number of people. That number could be a team, an organisation or an entire community. The point is that the benefit is based in consultative activity. This means the leaders make sure to involve stakeholders in the decision-making, and also in defining what success would be. Here again, it is important that the leader does not make decisions on behalf of people. It is not ethical to project personal opinions, motivations or moral standards onto others. That is not leadership either.
Values-based leadership write large
Furthermore, values-based leadership isn’t just about individual behaviour. As well as their personal performance, leading through their values also means they create a culture of ethics within and around an organisation. Ethical leaders understand the importance of fostering an environment where honesty, integrity, and accountability are valued and rewarded. They empower their employees to speak up about any concerns and provide the support and resources needed to address them effectively. Essentially, we are talking about a culture of trust.
We can see that values-based leadership isn’t just a nice-to-have; it’s a must-have in today’s complex and interconnected world. Leading according to an ethical framework shows that leadership isn’t about power or authority. Rather, it is about responsibility and service. By staying true to their values and leading with integrity, these leaders have the power to inspire positive change and make a lasting impact on the world around them.
In today’s world, ethical and values-based leadership is in short supply. Let’s all agree to do better and be better in our leadership, so we can build back the bonds of trust being shattered every day by unethical leaders all over the place. Our future could well depend on it.
