Summary

The website content discusses the importance of character in leadership, emphasizing the consistency of moral behavior in private and public, and highlights the universal character traits identified by Martin Seligman, as well as the inspiring actions of business leader Aaron Feuerstein.

Abstract

The concept of "good character" in leadership is explored in depth, stressing the significance of displaying moral qualities not just in the public eye but also in private. It underscores the idea that true character is revealed when no one is watching. The text outlines six essential character traits identified by Martin Seligman: courage, wisdom and knowledge, justice, love and humanity, self-regulation, and transcendence. These traits are exemplified by the actions of Aaron Feuerstein, who, after a factory fire, chose to keep his employees on the payroll, demonstrating courage, wisdom, justice, and humanity. The article advises leaders to live their values authentically, avoid imposing tasks that conflict with employees' values, recognize acts of kindness and integrity, consider the implications of decisions carefully, claim values only after they've been tested, acknowledge the potential for character growth, and prioritize intrinsic over extrinsic motivations.

Opinions

Leaders with distinguished character stick to their principles even in challenging situations, serving as role models for others.
People may behave morally to impress others but might act differently when they believe no one is watching.
The six character traits identified by Seligman are considered universal and valuable in their own right.
Aaron Feuerstein's decision to support his employees after the factory fire is seen as an embodiment of the highest values of character, putting community and justice above financial gain.
Leaders should be mindful of the example they set, as employees often emulate their behavior.
Demanding actions that conflict with personal values can lead to internal conflict and demotivation among employees.
Recognition and rewards should be given for kindness, truthfulness, and honesty to reinforce these values within the organization.
Leaders must reflect deeply on marginal decisions that may compromise their values.
Values should only be claimed if they have been proven through actions under pressure.
Character virtues are seen as strengths that can be developed and strengthened over time.
Intrinsic motivations, such as personal satisfaction and empowering others, should be prioritized over extrinsic motivations like money and power.

Character Matters

When we admire leaders as having “good character”, we are referring to their essential moral nature as it is typically expressed through their personality or behavior. In this section, we will also use this term to refer to the consistency with which one expresses those good qualities; that is, in private as well as in public, in good times as well as under duress.

Character has been jokingly defined as how we behave when no one is watching.

What makes this so funny is how well it captures human nature: Individuals may behave according to their highest moral aspirations when trying to impress others, as when they are representing their organization in a public forum. But, put these individuals in a tempting situation where, for example, they could derive financial benefits illegally and likely not get caught, these same folks might find their high moral standards slipping away. Similarly, a leader, who never loses self-control when interacting with colleagues at the office, may, in the privacy of his home, abuse his wife and children.

A hallmark of people with distinguished character is that they stick to their principles, even when it may involve making large sacrifices. They inspire us because they show us that it is possible to conduct our own lives according to our most valued principles and ideals.

What are the specific values that distinguish leaders of character from others? In his work on positive psychology, Martin Seligman (2002) has identified six character traits he found to be universal and valued in their own right:

Courage (standing by convictions in the face of great opposition, staying the course in the face of overwhelming odds)

Wisdom and knowledge (curiosity, love of learning, originality, social intelligence)

Justice (teamwork, fairness, and leadership)

Love and humanity (kindness and generosity of spirit)

Self-regulation (control over impulses and emotions, humility)

Transcendence (transcending self-interest, contributing to the greater good)

One business leader who exemplified these values in his actions was Aaron Feuerstein, owner of Malden Mills in Lawrence, Massachusetts. After his factory complex burned down in 1995, it was expected that he would lay off all his employees until the Mill was rebuilt because it was not profitable to do otherwise; in fact, it would be both costly and risky to keep employees on the payroll under these circumstances. Mr. Feuerstein, however, did the unexpected: he kept all 3000 employees on the payroll for the three months it took to repair the facility. In making this decision, Harold Kushner (2002), in his book, Living a Life that Matters, quoted him as saying:

“I have a responsibility to the workers and an equal responsibility to the community. It would be unconscionable to put three thousand people on the streets and deliver a death blow to the city of Lawrence.”

In his response to this catastrophe, Mr. Feurstein manifested the universal values to which we all aspire: he showed courage in paying his employees when it would likely make his job much more difficult and challenging in the months ahead. He showed wisdom in recognizing the potentially deleterious effects and long-term reverberations the layoff could have on his employeesʼ’ families and their community. He put justice and fairness as well as humanity ahead of the financial bottom-line in supporting his employees and his community through this catastrophe.

As a leader who inspires others through expressing your personal character, you will:

Personally live your values. Throughout the organization, people tend to mirror or adjust themselves to the example of their leaders. Living, as well as speaking, one’s values is what give leaders their credibility, a characteristic essential for a healthy and productive workplace.

Not make demands on employees that put them in conflict with their values. Working against one’s values puts a person in a state of cognitive dissonance or internal conflict. A conflicted person is an uninspired person.

Recognize people for acts of kindness, truthfulness, and honesty. Then make this a part of the organization’s rewards system.

Think hard and long when tempted to make marginal decisions.

Only claim to have values when they have been tested under pressure.

Acknowledge that each of us has the potential to display character virtues and that positive aspects of character can be strengthened. Recognize that we never reach our aspirations vis-à-vis character. It’s a process and a journey.

Learn to distinguish between your extrinsic and intrinsic motivations. Then put intrinsic above extrinsic motivations.

Extrinsic — Valuing monetary compensation, power over others, recognition.

Intrinsic — Finding satisfaction in doing a good job, empowering others, and finding meaning in one’s work.