SHELDR #2-2020: Value Proposition Of A Leadership Ethos: Interview With Major General Sean Murphy, USAF Deputy Surgeon General (COO), SHELDR Series

Author’s Note: This article is an outgrowth of personal experience and observations, teaching graduate-level leadership courses and conducting seminars at the Annual Congress on the American College of Healthcare Executives (ACHE). I also want to acknowledge my colleague David Womack, SVP, Kaiser Permanente and Major General Sean “Tigger” Murphy for his time and willingness to share his leadership ethos and the genesis. Stay tuned for an upcoming Multi-part guide for future leaders on how to develop and share their leadership ethos. Links provide additional information.

Introduction

Many leaders charge into new leadership positions with aspirational words or phrases--inspire, trust, mission first and people always, collaborates, open door policy, and integrate, etc. Many have no idea what those terms truly mean much less practice them consistently over time. As time passes, these leaders risk becoming ineffective, even toxic by their misguided decisions, confusion of expectations, misinterpretation of others, apathy, etc. Eventually, the department or organization spirals downward—the mission falters or fails, people suffer, culture becomes corrosive, etc.

The Big Question: How do leaders spiral themselves and others upward and sustain positive momentum? Partial answer: a well thought out written leadership ethos. Part 1 explains the WHAT, WHY, and BENEFITS of a leadership ethos. Future Parts will explain HOW to develop and live by your ethos, thus helping you achieve your aspirations and keep the organization spiraling upward.

What is a Leadership Ethos?

A personal leadership ethos does more than describe someone’s leadership style. It serves as a foundational purpose and reference point. The ethos defines guiding principles to manage departments, teams, and organizations. It serves to hold leaders accountable to their principles by leading by example and setting the tone and pace for their environment culture. It should answer the question: Who Am I? What can others expect from me? 

More specifically, a leadership ethos is a personal written statement to convey YOUR leadership beliefs, principles, expectations or YOUR commitment to live by and for others to embrace. The ethos is meant to get past a grey area especially when new leaders assume their positions as the formal leader. Thinking about it, writing it down, communicating it, and “living” it gives you and those who work with or for you clarity and consistency. Figure 1 illustrates how some leaders have crafted and refine their ethos for years as part of their leader development journey. For you, it should be part of your personalized leader development journey. Sadly, for many it’s a missed opportunity. 

A leadership ethos is revised over time. It is based on alignment with individual experiences, current or future roles, or an organization’s aspirations and values. As a result, the leader’s ethos should be deeply personal and professional, conveying not only priorities, expectations, and communication style but also their values and morals. In summary, the ethos answers the question: Who Am I … in more depth on authenticity.

Why a Leadership Ethos Important?

How many leaders do you know published and lived by their leadership ethos? Did they reflect their true authenticity? In my experience teaching graduate level courses and seminars, "Gimme SHELDR: Preparing for Strategic Health Leadership" at the American College of Healthcare Executives (ACHE), development of a leadership ethos was the most instructive and challenging segment of the seminar. In addition to presenting 17 strategic health leadership (SHELDR) competencies, students create a “self-reflective” leadership ethos followed by a leader development plan. For most students, the ethos and leader development plan is their first exposure to self-development and growth. 

While novel or apprehensive for many, the leadership ethos answers the questions: Who Am I? What Do I Believe? What Will I Tolerate? Not Tolerate? What’s Our Aspiration? Most health administration students have never been challenged to develop a leadership ethos and according to the research, most healthcare organizations do not have a leader development plan. Neither have many health leaders. Some, such as Major General Murphy, developed their ethos early on. For example, he developed his ethos 12 years ago, revised it 5 times, and updated it two years ago. According to General Murphy, the value of a leadership ethos is captured in Figure 2 during an interview. 

Sound like Covey’s Principle Centered Leadership? It is. When you create a leadership ethos, you have to think about your leadership competencies and evaluate values most important to you or it's not the “real” you. You make yourself, subordinates, and colleagues accountable and more authentic and predictable. The leadership ethos should serve as an ethical and professional compass everyone on your team or in your organization can refer to, embody, and embed in their interactions, decisions, and actions. By writing it out, you'll know it by heart, able to rattle it off without hesitation, connect it to a story or experience, and use it for opportune moments such as a 30-second elevator or key note speech. Here is a summary of benefits of a leadership ethos:

1.     Provides discernment (to uncover what you know): clarity, objectivity, and a foundation for actions, decisions, and priorities … points toward your authenticity.

2.     Helps build trust among followers, stakeholders, and superiors with a constancy of purpose

3.     Makes you more confident and accountable to match words with actions

4.     Drives you to become grounded regardless of the chaos, situation, and dilemmas you face

5.     Signals you are a predictable serious centered, grounded, and resilient leader.

6.     Assures you won’t get lost at crossroads and improved ability to find your way

7.     Causes you think through what you mean, what you say, and what you do

8.     Makes it easier to share with others and causes you to self-reflect more often.

Who Needs One?

Anyone in a leadership position should develop an ethos. Even if you’re not managing teams or departments, creating a leadership ethos will make you a better follower, informal leaders, and formal leader later. Thinking about your priorities, what drives you, and codifying your personal and professional principles is a valuable professional exercise everyone can benefit from. As a bonus, Major General Murphy developed a personal mission statement. While similar to his 9Cs, these reflect his competencies and personal “pledge” to be the best he can be as a leader.

 If you’re not in a leadership position, some day, you will. Figuring out exactly what you value most as a leader early helps you become more self-aware, confident, and consistent in your approach. Ultimately, your ethos builds your persona and reputation leading to trustworthy relations with others and opportunities.

Summary

Most leaders succeed in their positions. However, many leaders charge into new leadership positions with aspirational words or phrases only to falter or fail. The Big Question: How do leaders spiral themselves and others upward? Partial answer: a well thought out written leadership ethos. Part 1 has explained the value and definition of a leadership ethos—it serves as foundational purpose and reference point. It answers the question: Who Am I? What can others expect from me? A leadership ethos answers the questions: Who Am I? What Do I Believe? What Will I Tolerate? Not Tolerate? What’s Our Aspiration? For some, this may sound a bit CoveyISH. It is. 

When you create a leadership ethos, you have to think about your leadership competencies and evaluate the core values most important to you. Otherwise, it's not the “real” you. By writing it out, you'll know it by heart and be able to use it as your executive messaging guide. Anyone in a leadership position should develop an ethos. Even if you’re not managing teams or departments, creating a leadership ethos will make you a better follower, informal leaders, and formal leader later. Ultimately, it builds your persona and reputation leading to trustworthy relations with others. Do you have one? Share it.

Stay tuned for Part 2.

About the Author: Douglas “DrQD” Anderson, DHA, MSS, MBA, FACHE shares his 30+ years of experience and research as a consultant, adjunct professor, coach, speaker, and group facilitator on strategic management, CQI, communication, and strategic health leader (SHELDR) development. His focus is on helping local communities integrate social services with healthcare delivery systems. He is coauthor of Health Systems Thinking: A Primer and Systems Thinking for Health Organizations, Leadership, and Policy: Think Globally, Act Locally. Follow him on Twitter: @Doug_Anderson57 and his Strategic Health Leadership (SHELDR) E-Zine.  Contact him at [email protected] for opportunities to help you and your team succeed.

Disclosure and Disclaimer:  Douglas E. Anderson have no relevant financial relationships with commercial interests to disclose. The author’s opinions are his own and do not represent an official position of any organization including those he consulted. Any publications, commercial products or services mentioned in his publications are for recommendations only and do not indicate an endorsement. All non-disclosure agreements (NDA) apply.

References: All references or citations will be provided upon request. Not responsible for broken or outdated links, however, report broken links to [email protected]

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