Courageous Leadership Integrity Authenticity Awareness Fear

Integrity “Character is made in the small moments of our lives.” Phillips Books (19th Century Clergyman)

Integrity is not… determined by circumstances based on credentials No number of titles, degrees, offices, designations, awards, licenses, or other credentials can substitute for basic, honest integrity when it comes to the power of influencing others. to be confused with reputation Maxwell: Becoming a Person of Influence

How well do I treat people from whom I can gain nothing? Questions to Help You Measure Your Integrity Maxwell: Becoming a Person of Influence (pp. 24-5) How well do I treat people from whom I can gain nothing? Am I transparent with others? Do I role-play based on the person(s) I am with? Am I the same person when I am in the spotlight as I am when I am alone? Do I quickly admit wrong-doing without being pressed to do so?

Do I put other people ahead of my personal agenda? Do I have an unchanging standard for moral decisions, or do circumstances determine my choices? Do I make difficult decisions, even when they have a personal cost attached to them? When I have something to say about people, do I talk to them or about them? Am I accountable to at least one other person for what I think, say, and do?

The Big 8 qualities of integrity Model consistency of character Employ honest communication Value transparency (admit to weaknesses) Exemplify humility (no ego) Demonstrate your support for others Fulfill your promises Embrace an attitude of service Encourage two-way participation with the people you influence

Fundamentals to Becoming a Person of Integrity Commit yourself to honesty, reliability, and confidentiality Decide ahead of time that you don not have a price Major in the minor things Each day, do what you should do before what you want to do

Why Integrity is Important Integrity builds trust Integrity has high influence value Integrity facilitates high standards Rights decrease as you climb the organization (customer, worker, leader) Responsibilities increase as you climb in the organization Integrity results in a solid reputation, not just an image Image is what people think we are Integrity is what we really are

Why Integrity is Important (Continued) Integrity means living it myself before leading others Integrity helps a leader be credible, not just clever Leaders who are sincere do not have to advertise the fact Insincerity cannot be hidden, disguised, or covered up Integrity is a hard-won achievement Integrity is not a given factor in everyone’s life. It is a result of self-discipline, inner trust, and a decision to be relentlessly honest in all situations in our lives

The High Road Principle High Roaders……. Understand that it is not what happens to you but what happens in you that really matters Commit themselves to traveling the high road continually See their own need for grace, and therefore, they extend it to others Are not victims, they choose to serve others Set higher standards for themselves that others would Bring out the best in others Bring out the best in themselves

Integrity Killers Breaking promises and commitments Dishonesty Loss of Self-control (temptations and/or adversity) Exhibiting Double Standards Inconsistency or Mixed Signals Breaking Confidentiality Others……………

Guiding Principles for Administrators NGT (Nominal Group Technique) Review Meeting Objective Silent Generation Round Robin Recording Discussion for Clarification Ranking of Items of Importance Final Consensus DuPont Leadership Training

Authenticity Admit Mistakes Ask for Forgiveness Genuine Behavior

Awareness of Self Reflection and inner examination Who am I? What are my Beliefs? What do I value? What are my Convictions? What am I willing to die for? What do I stand for? What are my soapboxes? Belief - What I hold to be true about something. Philosophy – Composite of beliefs we are willing to live by and have reason for maintaining. Principle – Comprehensive guidance we want to follow in translating a philosophy into reality.

Awareness of Others How do I become aware of others’ beliefs, values, etc?

Dilemmas and Ethical Decisions Ethical Theories: Moral Objectivism – “rules-based” - moral principles have objective validity, independent of cultural acceptance. Relativism – “ends-based” -moral codes vary from one society to another and from one historical period to another. Axiology (Value Theory) – “care-based” - Virtue – a quality of character by which individuals habitually recognize and do the right thing.

Decisions Right vs. Wrong Right vs. Right (Ethical Dilemmas) Truth vs. Loyalty Individual vs. Community Short-term vs. Long-term Justice vs. Mercy Activity: Decision-making involving educational dilemmas Beckner: Ethics for Educational Leaders

Fear keeps people from doing their best Ryan: Driving Fear out of the Workplace

Undiscussables: Issues People are Afraid to Discuss Management Practices 49 Co-worker Performance 10 Compensation 6 EEO Practices 6

Major Fears of Employees Loss of credibility or reputation 27 Lack of career or financial advancement 16 Possible damage to relationship w/ boss 13 Loss of employment 11 Why People Do Not Speak Up Fear of Repercussions 44 Nothing will Change 17 Avoidance of Conflict 7

The High Cost of Fear Negative feelings about the organization Negative impact on quality or productivity Negative feelings about oneself Negative emotions

What fears do we have as school leaders?

Managers’ Behaviors that Cause Tension Abrasive Behavior Ambiguous Behavior Ineffective problem solving and decision making Lack of or indirect communication Lack of responsiveness to input or suggestions Inconsistency or mixed messages Uninviting behaviors Unethical conduct Poorly Managed Personnel Systems The Culture of the Organization Me-first, deceitful, aggressive behavior

Building Relationships without Fear Demonstrate that you are listening Serve as a role model – be willing to do what you ask others to do Be an initiator – turn fear into trust Be open to feedback Be willing to make personal changes Be vigilant – be alert to daily workings that cause fear Deal with your own fear of speaking up Facilitate rather than direct, discussions and meetings Take a developmental, learning-oriented approach Bring in an outside consultant

Acknowledge the Presence of Fear Pay Attention to Interpersonal Conduct Value Criticism – Reward the Messenger Reduce Ambiguous Behavior Discuss the Undiscussables Collaborate on Decisions Tend to Others’ Fears Protect the Weak