The Leader’s Challenge in the 21st Century: Creating a Character-Based Culture

The Leader’s Challenge in the 21st Century

Change is always preceded by challenge. Where there is no challenge, there is no change. It is the job of the leader to challenge the process. Challenging the status quo is where leadership begins. ~ Andy Stanley

Creating a character based culture

In a world that is focused on how to appear to be instead of how to actually be, the challenge of 21st Century leaders is to create an organizational culture based on well-developed character. A high impact 21st Century leader knows exactly where to start – in the mirror. They understand that if the organization is not where it should be there is only one person to blame – themselves. Therefore, they first focus on growing themselves.

If they are going to retain their top talent, they must develop their own character. They have to model what they expect to see in others. If they want their team to grow and develop, the leader must grow and develop. They must realize with complete humility that just because they are positional leaders they have not arrived, nor will they ever arrive. For a high impact, 21st Century leader, the goal is not to simply obtain a leadership position. Their goal is continuous, effective growth with the majority of their time, energy, and resources being spent on personal and team based character development.

Those that succeed in the 21st Century will be those that value people and choose to intentionally grow and develop them. The challenge is not only creating a growth and development environment, but also to ensure that you retain your leaders. The last thing any leader wants to do is train the competition. What do I mean? Leaders of one organization do not want to train their team in an effort to get better only to have them leave and join the competition.

A low level leader will use this as an excuse not to train the team. They are often heard saying, “What happens if we train them, and they leave?” This is a valid concern. But of much more concern is, “What happens if we don’t train them, and they stay?” A high level leader does not question the need to train the team. They just do it. They are more concerned with, "Why do they want to leave?" That's the real question that needs to be answered.

The highest level leaders know that training is the easy part. Raising the character level of the organization as a whole is the hard part. Training is a calendar issue. Transforming is a culture issue. The organizational character must be raised in order to create an environment that will foster the growth and retention of the best and brightest.

Culture eats vision for lunch. Culture is more important than mission, vision, or strategy. ~ John C. Maxwell

5 Tips to Create a Character Based Culture

1. Change Your Behavior: If you are the top level positional leader in the organization, everything is dependent upon your ability to lead yourself well. It starts with you. If you are not at the top, it still starts with you. You are looking up for an example, so are the people that are following you. Your walk has to match your talk. If leadership isn't being taught, can't be caught.
2. Select the Right People: Everyone is watching. No matter how many closed door meetings you have about who is on-board and who is not, you cannot keep people decisions a secret. Changing your behavior may mean making the hard decisions. If a team member is not on-board, you must change them, or you must change them. They either support you and the mission, or they are not a part of the mission.
3. Position the People: It’s not only important to have the right people on the team, but you must ensure that they are in the right place. You must get to know them. All of them. Ask them questions. Find out their passion. Help them find their purpose. If you want them and the organization to thrive, put them where they belong, not where you need and want them to be. Allow them to stretch toward their potential.
4. Develop All of the People: What does that mean? It means, develop all of the people. All of the people, from the highest level positional leader to the lowest entry level team member that has no one reporting to them. No one is exempt. The great thing about leadership principles are they apply to everyone at every level in every situation. Everyone, at every level, can learn side by side. There's no need to separate people based on position or lack of a position. A character based culture is about building strong character, creating meaningful relationships, and a defining purpose. It's not about position. If you want people to take responsibility, develop them all as leaders with the responsibility of leading.
5. Create a Community: The best and strongest teams do life together. Mixed level leadership development sessions are a great way to develop relationships horizontally and vertically within an organization. Encourage and facilitate events that include family members too. In a character based culture, everyone is valued. Volunteer in the community as a team. Find or create ways to do life together. You’ll be amazed what happens when people begin to treat people like people instead of like objects.

Do not let your moral authority leaders get away

The best leaders in your organization are those with the most positive influence. Those with moral authority. Anyone can lead with a position. But, only high impact leaders, with moral authority, can lead without one. Moral authority leaders may or may not have a position of authority. However, a lot of people choose to follow them because of who they are and what they represent. They have character, and everyone knows it.

Having a high level of character development allows you to see what others can't. It allows you to see what's coming before others see it coming. It allows you to see farther than others can see. Anyone with high level character can quickly discern what's really going on while it's going on. They know if they are being motivated or manipulated.

People with low level character are good at manipulating, not motivating. But, those with high level character do not like to be manipulated and will choose to remove themselves from a manipulative environment. The higher level the character, the lower level the tolerance for manipulation.

As you grow your culture, you must be aware of the dynamics that will occur when you start developing the team. The most important thing is to do what you say and live what you say. If you don't, you are not insuring a transformation, you are insuring migration. If you and the other positional level leaders don't walk the talk, you will lose those that can help you the most.

Moral leaders exercise power for good purposes. Essential to this is that they do not hoard power; they give it away. There is no leadership without power. However, a leader will frequently want to distribute rather than to maintain power. Leaders empower their followers. ~ Terry Smith

Six keys to retain your moral authority leaders

1. Model High Level Leadership: No matter what level someone is currently in, when they get it, they get it. Someone at the lowest paying entry level job may be the first to buy-in to a character based leadership culture. They may begin reading, studying, learning, and applying what is being taught on their own. No matter the level, when someone starts diving in, they will begin to see clearly who is onboard and who isn’t. If you are in a positional leadership role, you must be modeling what’s expected. You should be leading not following.
2. Identify Potential Leaders: If you are modeling by example, you will be among the people. You will be studying, learning, applying, and teaching which will allow you to better identify others that are doing the same. Be intentional. Look for them. You may be surprised to discover that your best positional, formal authority, leaders may not become moral authority leaders. Also, people who are not considered leaders today may be your best leaders tomorrow. It’s no longer about position. It’s all about influence. Who you are matters much more than where you sit.
3. Support All Leaders: Once the moral authority leaders have been identified, give them all the training and development they want. They will be hungry for more. They are not just coasting along. They are on fire. Fan the flame! You will be surprised how quickly and effectively these people will grow and influence others to do the same if you support them and empower them to lead. They are your most valuable resources. You do not want to lose these people. They are the future, in your organization or someone else's.
4. Recognize Leaders: Spread the word. No matter what level they are at, be sure to promote their enthusiasm and desire to grow and develop themselves. Praise them in meetings, company newsletters, or other types of ways to recognize them for their buy-in. Loan them your influence by offering public recognition. Don’t just do it once. Do it repeatedly.
5. Engage Leaders: Those that are transforming their lives personally and professionally are the strongest on your team. They get it at the core level. They understand it’s not about the organization. It’s about them, and they just happen to be a part of the organization. Use them as trainers, facilitators, etc. relative to leadership and development training sessions. Ask them what they would like to do. Most often they will be nervous but eager. They have transformed and want to help others transform. They are ready. Unleash them and support them.
6. Reward Leaders: Go beyond recognizing those that are bought-in to the leadership culture. Reward them. Not just privately, but also publicly. Make a big deal out of it. Sure, they will benefit and deserve the reward. However, the benefit to the organization or team is the greatest. Combine your influence with theirs to bring visibility to those that are modeling for others.

Conclusion

If you're going to go through the tremendous difficulty of growing and developing your team, do yourself a favor and retain them once they respond and embrace your efforts. I often tell my clients, "It's my job to grow those on your team. It's your job to keep them on your team." They listen, smile, and nod their head. But do they really get it? Well, it depends on how much they have developed and grown themselves.

Often, those near the bottom grow the fastest. They're hungry. They want to be more, do more, and have more. On the other hand, far too often, those near the top are more comfortable, have had success, and may be comfortable riding along until retirement. Those will do the most damage because they don't want things to change. They want it to stay the same. They will be threatened. They will not want to become uncomfortable learning and leading differently than they have in the past.

If you want to have an effective character based, cultural transformation, do the critical work of assembling, growing, and developing those that are in formal leadership positions. They will make you or break you. And, if you're the highest level leader, either way you're responsible.

Insecure leaders never develop people. They replace them. ~ John C. Maxwell

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Mack Story

My passion is to help you live with abundance, achieve success, choose significance, and leave a legacy. In other words, I want to help you make a High Impact !

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Mack’s story is an amazing journey of personal and professional growth. He began his career in manufacturing on the front lines of a machine shop. He grew himself into upper management and found his niche in lean manufacturing and along with it, developed his passion for leadership. He understands that everything rises and falls on leadership.

Mack is the author of Blue-Collar Leadership Series, Defining Influence, & 10 Values of High Impact Leaders. He's an inspiration for people everywhere as an example of achievement, growth, and personal development. His passion inspires people all over the world! Order signed copies here.

Mack’s experience as a John Maxwell Certified Leadership Coach, Trainer, and Speaker includes an international training event in Guatemala with John as part of the Cultural Transformation in Guatemala where more than 20,000 Guatemalan leaders were trained.

Contact Mack at 334-728-4143 or [email protected] for Keynote Speaking, Corporate Training, Professional Leadership Development, Cultural Enhancement/Transformation, and Process Improvement.