>Executing intentions
>What leaders need
>Everyone needs character

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More than anything else, the way you run your life defines your character, and for leaders good character is paramount. Learn the PRIDE + Two formula to ensure first-rate leadership through strong character.

Most people have heard the phrase “character is who you are when no one is looking.” It is that set of qualities and traits, based on morals and ethics, that guides our actions and distinguishes us from each other. We typically make assessments of others based on their words and actions — this is how reputations are built. In general, character, whether good or bad, is what we observe in others’ conduct — it puts our morals and values into action.
In our daily interactions at home, on duty, and in the community, we are routinely faced with situations that present ethical dilemmas. Our character is fully displayed when the decisions we make under tough circumstances mirror our ethics. In our fast-paced world, we don’t always have the luxury of reflecting on what we would have done or what others might think. It is in those heat-of-the-moment situations that our character becomes the link between what we intend to do and what we actually do.

Executing intentions

Many of us can relate to times when we intended to do something but didn’t. We’ve received a phone call at an inopportune time and promised to call back but didn’t; we’ve had a task to accomplish at work and failed to come through when others depended on us. No one benefits from good intentions — good character demands that we follow through. The United States is full of leaders and dedicated followers who have served some cause beyond themselves. Their character has propelled them to success and satisfaction by guiding their execution of some task or mission.

While serving side by side with the sons and daughters who have helped shape this country and the world, I’ve met some interesting characters along the way. Just like the civilian world, the military has a lot of good folks and a few bad ones, too. The beauty of life is that throughout your interactions with different people you get the chance to learn both from your own mistakes and from the mistakes of others. I’ve had the opportunity to observe bad ethical decision making. I’ve also met a lot of people with good intentions who let their coworkers down because they failed to be decisive. In the profession of arms, ours is a life and death business. Similar to police officers, firefighters, and many others who serve, the danger we sometimes face doesn’t give us time to pause and think about our intentions. The difference between being injured or killed and returning home is having the courage, ethical foundation, and character to do what is right without hesitation. Whether you wear a uniform, a suit, or a blue collar, we all see good and bad examples of leadership and character.

What leaders need

Every leader has to be aware of the importance of character. Leaders have to be strong enough to take a stand and not change their character to try to match the tide of public or corporate opinion. Simply put, there are principles of character that a leader must not allow to be swayed by time and pressure. I summarize these principles in my “PRIDE + Two” formula — Preparation, Respect, Integrity, Discipline, Enthusiasm + Morals and Courage.

Preparation. One character aspect of good leadership is work ethic — doing your homework. Sun Tzu, the great military expert of ancient China, said, “Know your enemy and know yourself, and you can fight a hundred battles without disaster.” Leaders must work to fully understand their own strengths and weaknesses, as well as those of their followers and competitors, and have the character to admit weaknesses and capitalize on strengths. They also must hone the people skills required to capitalize on those strengths and weaknesses. Furthermore, leaders must be technically proficient in the team’s business. That requires commitment on the leader’s part. They don’t necessarily have to be the expert, but they need a certain skill level to be credible. The captain of a basketball team has to be able to play basketball. Similarly, the head of a research lab should be a credible researcher. You have to get ready to execute — your character drives that preparation for execution.

Respect. Good character earns — even demands — respect. A good leader respects himself, his team, and his competitors. Without being arrogant or boastful, a leader with character must stand his ground and carry himself with authority. He demands as much of himself as he does the team, and though he is demanding, he is never demeaning. He understands what every member of the team brings to the fight, values their inputs, and creates an environment where all are welcome and comfortable.

Integrity. There is no grey area when it comes to integrity — it’s foundational. It’s simple: Without integrity or character, there is no respect or moral authority to execute! A leader cannot succeed if his people cannot trust him. If he bends the rules and says what is convenient, he might succeed in the short run but will come up short in the end. Good leaders fight to protect their integrity.

Discipline. Character and leadership are defined by both personal and professional discipline. A single lapse of discipline costs not only the leader, but also his organization, because people watch every move a leader makes. Good leaders do those things we expect responsible folks to do. They also know when they need a break — a leader is no good to his team if he’s sick, run-down, or distracted. Finally, good leaders follow the rules they make. If a leader is not willing to stick by them, neither will the rest of the team. To move from intentions to execution requires great discipline — that discipline defines character.

Enthusiasm. A group takes on its leader’s personality. If the leader is excited about the mission, so is the rest of the group. Enthusiasm is contagious and is a character builder. You’ll never meet a dull leader worth his salt. Leadership requires passion and fire, which are defined by your character. People have to believe in what they’re doing, and it is the leader’s job to convince his team that what they’re doing is important. To accomplish that, leaders need energy and passion. If the leader is not passionate about leading, then he probably should find something else to do.

More than anything else, the way you run your life defines your character — it’s the underpinning of trust in you. If you want your people to execute as intended, they have to trust you. Your character has to be above reproach.

Morals. A leader must know right from wrong. It might sound simple, but a quick look at recent corporate and military scandals indicates it’s not. There is a growing acceptance today that almost any means are justified in the name of success. A leader cannot sacrifice personal or corporate morality at the altar of success.

Courage. This leads us to the final and most undernourished of our values — courage. In the end, nothing else matters if you don’t have the courage to follow through. You must be willing to step up and execute. All the other principles don’t mean anything unless you have the courage to act upon them. Your character, your success or failure, your very ability to lead, will be judged ultimately by your courage. It will largely determine whether your intentions are executed.

Everyone needs character

Leaders must be willing to make the tough decisions without sacrificing their principles. They must have the courage to act upon these principles despite any immediate personal or corporate cost — there is no room for compromise. With character, you either get it right or you don’t. It’s a tough hill to climb when your character is tarnished. Admittedly, no one is perfect, but life gives us second chances to take those good intentions, apply the character we’ve developed, use our courage, and execute! Doing the right things for the right reasons with the right people — that’s only done by men and women who possess and nourish character in their lives.