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Growing Leaders of Character
Q&A with Author Gene Klann
By Don Jacobson
In his new book Building Character: Strengthening the
Heart of Good
Leadership, Gene Klann argues that leaders have a responsibility
to guide the character development of those coming up behind them in
their organization. Klann, who teaches leadership at the Center for Creative Leadership
recently discussed his book in a Q&A with GovLeaders.org.
GovLeaders: What made you
decide to write a book about character development?
GK: We routinely hear in the news of dramatic
character failures of senior leaders whether it is in business, the government,
non-profit, etc. The purpose of my book is to provide a preventive model or
framework for senior leaders to use to further develop the leadership character
of their cadre of leaders. Cadre of leaders is defined as their subordinate
leaders, those being prepared for leadership roles, other high potentials, and
finally, their key (and influential) individual contributors. The model is
focused on leaders and leadership behavior but it could actually be used for all
employees.
Senior leaders understand that they have a responsibility to further develop
their cadre of leaders. That includes the area of character. But how are they to
do that?? This book gives them a guide and the tools to initiate just such a
process.
"Leaders live in fish bowl and are always being watched. They should
always be conscious of that fact and take advantage of it."
--Gene Klann
GovLeaders: How does
character development differ from leadership development?
GK: There are many components of leadership
and therefore leadership development. Character development is one of
the components of leadership development. Some would say it is the most
important one. This leadership character development model is unique
because it focuses specifically on behaviors, i.e., positive,
constructive, and effective behaviors. Leadership character is defined
as a consistent pattern of behavior that has a positive influence on
others. That behavioral focus is what sets this developmental process
aside and separates it from “general” leadership development.
GovLeaders: Some people
argue that a person’s character is formed during childhood. Can an adult
really learn to improve their character?
GK: Anyone can improve their character because
they can change their behaviors to ones that are more constructive,
effective, and positive. Consider these examples. When a person joins
the military his or her behavior changes based on their training and the
discipline inherent to military life. Some people have had dramatic
changes in their behavior based on a religious conversion or experience.
Then too, many adults have adjusted their behavior to gain something
positive or to avoid something negative. For example, if I am told that
I will be promoted if I am a bit more assertive or aggressive, I will
probably adjust my behavior accordingly. If I am told that if I continue
to be abrasive and obnoxious I may get fired, I will probably adjust my
behavior once again. Adjusting my behavior in these instances is in my
best interest so therefore I will probably do it.
GovLeaders: In your book
you assert that “stretch assignments are the most valuable developers of
leadership and character.” What makes challenging assignments so
valuable?
GK: In challenging assignments, or to put it in another way, in “stretch”
assignments, the cadre of leaders could be exposed to and learn things
that routine assignments cannot teach. Stretch assignments can
accelerate and condense the time it takes to learn essential leadership
behaviors. This could include but would not necessarily be limited to
key items such as:
- The value of prevention, anticipation and being proactive;
- The value of social and interpersonal skills, including networking;
- How to hire, fire, select, place, coach, counsel, motivate,
make formal presentations, deal with senior leaders, and ask questions;
- The value of hard work in reaching one’s full potential;
- How to manage stress, pressure, and time; and
- How to deal with ambiguity and also get information.
GovLeaders: Given the
difficulty of moving people between roles in the Civil Service, what can
government agencies do to facilitate this process?
GK: Since it is not always possible to move a
leader from job to job in some agencies, senior leaders should explore
other options for stretch assignments. These might include placing the
junior leader on a task force, special project, committee,
multifunctional team, temporary assignment, and so on. All of these can
greatly enhance the leaders’ understanding of how their behavior impacts
others and how they may need to adjust it in order to be more effective
and influential. These type of assignments, can also expose them to
experiences that they may not be able to have in their current position.
Therefore, their character development can be enhanced without the
turmoil of being transferred from one formal position to another.
GovLeaders: You also say
in the book that setting a positive leadership example “is the highest
form of leadership.” Could you explain why that is?
GK: It is based on the reality that humans, by
nature, tend to imitate those they admire, respect, or are in positions
of authority. Albert Schweitzer, the great humanitarian, said that
example is not the main thing in influencing others, IT IS THE ONLY
THING. Leaders can leverage this tendency to imitate by behaving in the
manner that they would want their cadre of leaders to behave. What
leaders do therefore, is much more important than what they say or put
out in writing. Ralph Waldo Emerson said that your actions are speaking
so loudly that I can’t hear a word you are saying. Leaders live in fish
bowl and are always being watched. They should always be conscious of
that fact and take advantage of it.
GovLeaders: In the current budget environment,
many government agencies are concerned about the impact that shrinking
budgets will have on training. How critical is formal training to an
agency’s ability to grow leaders of character?
GK: Formal training is important but it is not
the end all. In my Five E model it is one of five components, but only
one. That being said, I would also add that with some creativity and
innovation, senior leaders could use internal assets for leader
character development training. Training for this model does not have to
be a big budget item. Senior leaders can use the leaders within the
agency to facilitate these character development sessions. This could
start with them. All of these leaders who would facilitate could share
their biggest ethical leadership challenge to date and how they handled
it. They could also lead discussions on various scenarios involving
ethical challenges and crisis situations that various leaders have
confronted. (This is a common approach in university business schools.)
Internal leaders who have had unique or international experiences could
also share their insights gained from those experiences. Senior leaders
both within the agency and from sister agencies could also facilitate
some of the sessions.
The agency training department could help with classes on traditional
topics involving character such as diversity, workplace violence,
discrimination, and standards of conduct. To connect specifically with
my model, these classes could focus on positive and constructive
behaviors in these areas and also negative and destructive behaviors.
Various leaders could be assigned to read biographies of contemporary
and historical leaders and discuss their behaviors in the context of
character.
GovLeaders: Thanks very
much for your insights. Do you have any final advice for public managers
who would like to develop leaders of character?
GK:
Implementing a character development process for leaders requires an
investment of time, resources, and focused effort. However, this
investment is really quite small when one looks at the cost of a lapse
of leader character. These costs could include huge litigation fees, the
loss of the organization’s reputation and credibility, reduced
productivity, a major drop in employee morale, and the human suffering
that can occur in an organization where a leader has had a character
meltdown. When all is said and done, implementing a character
development program for leaders is worth the investment!!
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