1. Courageous Leadership
Integrity
Authenticity
Awareness
Fear

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

3. 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

4. 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?

5. 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?

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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……………

12. 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

13. Authenticity
Admit Mistakes
Ask for Forgiveness
Genuine Behavior

14. 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.

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

16. 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.

17. 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

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

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

20. 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

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

22. What fears do we have as school leaders?

23. 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

24. 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

25. 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