HOW CHARACTER DEVELOPS, PART II: WHAT WE VALUE

2 Corinthians chapter 13






Today we are walking in: How Character Develops, Part II: What We Value










Today we look to the word-LEADER- H5057 nagiyd-- leader, ruler, captain, prince; excellent thing, (chief) governor, leader, noble, prince, (chief) ruler.







The Torah Testifies.............................

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The prophets proclaim...............







Isaiah 55:4 - Behold, I have given him for a witness to the people, a leader H5057 and commander to the people.


















The writings bear witness.............







2Chronicles 32:21 - And the LORD sent an angel, which cut off all the mighty men of valour, and the leaders H5057 and captains in the camp of the king of Assyria. So he returned with shame of face to his own land. And when he was come into the house of his god, they that came forth of his own bowels slew him there with the sword








Chapter 4


How Character Develops, Part II: What We Value


“A people who values its privileges above its principles soon loses both.” —Dwight D. Eisenhower, 34th president of the United States


The type of character that is ultimately produced in a person’s life is determined by the nature of his beliefs and the focus of his convictions, both of which are expressed in his values.


Many people today are confused about values. In a number of nations, values have been shifting. People aren’t sure which values they should continue to hold in high esteem and which they should let go of. Some of the changes in values have been beneficial, while others have been detrimental, contributing to a breakdown of ethical standards in various societies.


Moreover, because many people do not stop to consider what they really believe, and what convictions they hold, they may not be fully aware of what their values are. Instead of establishing their own value system, they act primarily on the viewpoints and sentiments of others, such as family members, friends, coworkers, and celebrities or other opinion makers.


Determining One’s Own Values


We all necessarily begin life guided by the views and advice of others. However, as we grow physically, emotionally, mentally, socially, and spiritually, we must make our own decisions about what we believe, what our convictions are, and what we value. If we don’t, we will not be able to develop into leaders of character who are guided by internal motivations.


At any stage of our lives, it is a wise practice for us to seek the counsel of two or three people we trust before making a major decision. Yet suppose we receive conflicting advice? If we have no established parameters on which to make a final conclusion or decision, we will never gain a sure footing in life and will continually waver between opinions. Our values and behavior will be based mainly on others’ preferences. While it is important to keep an open mind about complex issues, we have to establish a belief system and determine what values we will stand for.


What Are Values?


To help us comprehend the nature of values, let’s look at two related definitions. Values are...


Ideas, principles, and qualities on which you personally place high worth. A value is a belief— in something or someone—that you esteem, on its own merits. For instance, you may value the idea of giving charitable aid to families whose wage earner has been laid off from work, or the principle of “equal justice under law,” or the quality of courage.


Standards or ideals that determine your conduct or policy. To use a simple example, suppose you own a diamond ring, and you know the market value of diamonds and want to protect your asset. The value you place on your diamond ring will both predict and affect your behavior toward it. If you truly value it as a possession, you will keep it clean and put it in a safe place when you’re not wearing it. You may even check on it periodically to make sure it has not been lost or stolen.


Properties of Values


Next, let’s note several properties connected with values.


1. Values Grow out of Personal or Corporate Philosophy


Again, our beliefs and convictions are always the starting place for the development of our character, which is established through our values.


2. Values Are More Important than Rules


If an individual has strong, positive values, he doesn’t require a lot of external laws and rules to govern his life. He doesn’t need to be monitored by someone else who makes sure he does what he should be doing. He monitors himself. And because his values are based on his internal motivations, they have both stability and longevity.


The best kind of rules are meant to make us aware of standards that are right and beneficial for us, so that we can make a personal decision to observe them. They are not intended to be an end in themselves. On the other hand, arbitrary rules that people are forced to comply with will lack power because they will not be internalized by them.


If an individual has strong values, he doesn’t need a lot of external laws and rules to govern his life.


3. Values Can Build Others Up or Tear Them Down


Depending on whether a person’s values are derived from positive or negative beliefs, they will be helpful or harmful to the one who holds them— and to others. This point may seem obvious, but many people don’t consider the effect their values have on their daily lives.


For example, a leader can value the idea that the financial “bottom line” is the only thing that matters. Accordingly, instead of inspiring his employees, he harasses them in an attempt to attain greater productivity.


The organization Leadership IQ conducted a study involving more than five thousand leaders over the period of August 2012 to January 2013. When asked about their leadership style, 39 percent of the leaders preferred to use an “intimidating” style—a factor the study attributed to “economic fatigue” related to the global financial crisis. Apparently, in an attempt to spur workers to make more money for the company, many managers employed intimidation.1


Another study that examined the leadership implications of the economic crisis concluded that leadership based on principles of character was “prevalent in the firms that weathered and even prospered during the crisis.”2 This study indicates how different values can produce different results. Good productivity is a legitimate goal for a leader; however, the path to achieve it is to lead with character, valuing the contributions of each participant and encouraging him to use his gifts to the fullest.


Values ultimately motivate our conduct, and many of our actions are not morally neutral—they have either positive or negative consequences for ourselves and others.


4. Values Are Personal—but They Are Never Private


This point, which I mentioned briefly in teaching 1, corresponds with the previous point. It highlights the fact that our values inevitably have some impact on others.


Many families, communities, and countries are being destroyed today as people’s negative values are manifested in their ill treatment of others. For instance, if an individual doesn’t place a high value on the institution of marriage—and on his own marriage, in particular—he may think it’s acceptable to engage in an extramarital affair. By so doing, he can devastate the lives of his spouse and children. In the process, he may also experience losses—of his friends, his home, and other important aspects of his life.


In contrast, if a person places a high value on the institution of marriage, and has committed himself to this value, it will keep him from having an extramarital affair, even if he may be tempted to do so. His dedication to his marriage will impact not only his life but also the lives of his spouse and children.


5. Values Outlive Goals


Goals are temporary aims that a leader has determined are necessary to enable him to reach a greater objective. Values, on the other hand, are timeless. Once a leader reaches a specific goal in the process of pursuing his vision, he can set other goals that align with his values.


6. Values Send a Message


Your stated values communicate what you claim to stand for. But the values you demonstrate by your actions reveal what you truly stand for and whether your stated values have real substance and meaning.


We should take time to consider what ethical messages we are sending to others. For example, by his words and actions, an individual can indicate to other people that he is open to engaging in unethical behavior. As a result, someone who is looking for a “partner in crime” to participate with him in dishonorable conduct, such as lying or cheating, will feel comfortable in approaching him. However, if the individual has made it clear through his words and actions that he is a person of character who will not lie or cheat, the dishonorable person will not approach him but will pass over him and look for someone else to recruit.


7. Values Attract Similar Values


Likewise, it is generally the case that people who hold particular values are drawn to other people who hold the same values. Applying this point to personal relationships, we know that friendships are forged among people who have similar interests and preferences.


My close friends and associates share my values. There are other people with whom I am unable to associate. My experiences with them have revealed that they don’t value the things I value; in fact, sometimes they value things that I believe are detrimental. That doesn’t mean that I intentionally snub them. Yet, as a leader, I have to protect my character, and a close tie with them would not only be ethically unhealthy for me but it might also give the impression to others that I support their values.


Values are so important that they should be the basis of our key associations. The same point applies to corporate relationships—for example, companies doing business with one another and governments making agreements and treaties with other countries and supporting various international causes. When considering an association, leaders should ask themselves, “What overt or underlying values are involved in this decision? What binding alliances am I making?”


Global terrorism is on many people’s minds today, and terrorists use various methods to promote their causes. When a terrorist straps a bomb to his body and detonates it in a crowded public square, killing innocent people (as well as himself), it indicates that he values his message more than he respects human life. Some people in the world would support his action, because they share a similar priority. Yet the terrorist’s demonstration does not lead me to be sympathetic to his cause, and I cannot accept his justification for his actions, because he doesn’t respect what I value.


Values should be the basis of our key associations with others.


8. Values Shape Corporate Entities


The social norms and the environment of a corporate entity are established by the values of its leaders and the shared values of its members—creating a corporate culture. In a later chapter, we will discuss the role of core values in relation to a business, an organization, a nation, or any other group.


9. Values Manifest in Corporate or Public Life


A person’s values will eventually be revealed by the way he conducts himself, and the manner in which he treats others, in the group of which he is a part. For example, if one of his values is honoring the purposes and inherent gifts of other people, he will not gossip about others or try to undermine their success. If another of his values is respecting the property of others, he will not steal from his company, his coworkers, or his fellow citizens. If yet another of his values is esteeming the quality of honesty, he will not lie to others or exaggerate the facts of a matter to his own advantage.


How Values Function in Our Lives


All true leaders adhere to a value system by which they consider options for conduct, make decisions, and take action. A leader of character is identified by the positive values that he considers worthy, and by which he has determined to live. For positive values to make a difference in your life and leadership, you must progress through the following steps:


1. Identify Your Values


Carefully think through what you truly value and then express your values in writing. Writing down the ideas and behaviors on which you place high worth will help you to identify and clarify them. In addition, if your values are recorded in written form, you can put them in an accessible place (such as a folder in your desk or a file on your laptop), so that you can continually refer to them as you exercise your leadership.


Keep in mind that identifying and articulating your values is usually not accomplished in one sitting. It takes a thoughtful evaluation of your purpose, convictions, and vision for the future. And, as you increasingly come to understand your inherent purpose and gifts, you should refine the written statement of your values.


2. Believe in Your Values


Values are not ideals to which a leader gives mere mental assent, because they are an indispensable part of his ability to live a life of purpose and character. Therefore, you should embrace values you can truly believe in and have confidence in—those you affirm and desire to live by.


3. Receive Your Values


A leader believes in his values to the point that he “receives” them. That is to say, he internalizes them, so they can become a vital part of who he is. You receive your values by reviewing them often, thinking about them, and affirming their place in your life. As King Solomon said, “As [a person] thinks in his heart [subconscious mind], so is he.”


4. Live Out Your Values


As a result of the preceding steps, a true leader adheres to his values. They become his parameters, or framework, for living. A person of character measures everything against those parameters. For example, if you ask him to take some action or participate in a cause, he will evaluate whether doing so would be in alignment with his purpose and values. If not, he will decline.


As a leader, you must not only believe in and internalize your values but also put them into practice, if they are to guide your life. Periodically take time to evaluate if you are living according to your stated values.


5. Share Your Values


A leader must be able to share his values with others in the corporate entity of which he is a part—whether it is a family, a business, an organization, a nation, or another group. Remember that a personal vision can be fulfilled only in conjunction with other people’s visions as they share a common purpose. Similarly, corporate values are effective only when they become the personal values of all the members. Every member of an organization needs to be in general agreement with the corporate values. We will discuss this point in more depth in a later chapter.


Therefore, if you are the leader who sets a corporate vision, you should remind people often of what is valuable to the community and what is valuable to you personally. These values should not be a secret to those who are involved. Values must not only be heard but also “seen”—in other words, demonstrated, especially by you.


If you study the life of Jesus of Nazareth, you will notice that He kept restating His values to His disciples and the crowds who came to hear Him speak—values concerning human life and human worth; values about what He considered of greatest significance. He said things like, “Seek first the kingdom of Yah and His righteousness.”3 By using the word “first,” He was indicating priority. The kingdom of Yah, or the influence of heaven on earth, was what He valued above everything else. He believed that the kingdom of Yah would bring about the restoration of human beings and the reestablishment of the worth of every human life.


A leader must remind his followers often of what is valuable to the community and to him personally.


6. Allow Your Values to Motivate and Regulate Your Conduct and Policies


A leader’s framework of values becomes his measure not only of whether he will do something but also how he will conduct himself while doing it. No matter what our values may be, they guide our behavior and our policies— both private and public.


Today, many leaders lack a framework for evaluating the suitability and consequences of their conduct and policies. Since values create character, a leader who does not have strong, positive values will be vulnerable to failing ethically and producing flawed policies. However, a leader who has established strong values for himself will exercise leadership that is ethically sound, as well as inspirational.


A Personal Commitment to Beliefs and Values


Let’s consider again the case of Mahatma Gandhi. He challenged the powerful, well-established policies of the British Empire, by which it had made India its colonial territory, and he eventually enabled India to become an independent nation, free of British rule. Gandhi held certain values that he refused to give up—including his commitments to the equality of all people and to a policy of nonviolence—despite great pressure to conform, as well as other stresses and demands. He wasn’t motivated by other people’s approval of him, and he was willing to sacrifice his life for his beliefs.


Do you know how Gandhi’s struggle for equality began? He was born and raised in India, and he studied law in Great Britain. Afterward, he traveled to South Africa to work as a lawyer. When he arrived, he bought a first-class train ticket, boarded a train, and sat down in his cabin.


The following is a paraphrased account of what occurred next. When the conductor came by to check the passengers’ tickets, he looked at Gandhi and asked, “What are you doing in here?” Gandhi answered, “What do you mean? I paid to sit here.” The conductor said, “No, you can’t sit here.” When he asked why, the man replied, “Because people like you are not supposed to sit in first class.” He protested, “But I have a first-class ticket.” “It doesn’t matter what you have,” he was told. “You aren’t supposed to sit here. In South Africa, first class is only for white people.”


In effect, the conductor was saying, “We don’t value you as being equal to us.” It was a value issue. When Gandhi refused to leave, the conductor called for security. Gandhi was pulled out of the seat that he’d paid for, and dragged off the train.


This denial of a value he held dear was the beginning of Gandhi’s journey to becoming an inspirational leader who effected great change through the moral power of his beliefs and convictions. Again, it is hard to find leaders in our day who will refuse to relinquish their values in the face of pressure to compromise.


Today, many people give up their values because they want people to like them or because they fear recrimination or even physical harm. We are very “safety-conscious”; we don’t want to upset anyone, and we don’t want to have to sacrifice our time, our temporary pleasures, or our perceived reputations. Consequently, we accept circumstances and policies that we disagree with. We complain—but fail to act. As a result, we are of little use to our generation.


Leadership is not about comfort. It is about discomfort—discomfort with an ineffective, incomplete, or unjust status quo, and with one’s own tendencies toward ease and complacency. Remember that whatever we accommodate, we will either embrace or be destroyed by.
True leaders have a personal commitment to their beliefs and values, and this is why they are willing to act when they see those beliefs and values violated. Remember the quotes from Abraham Lincoln and Nelson Mandela in teaching 2, in which they declared that they were willing to die for their beliefs? Sadly, many of us would not even be willing to get up a little earlier in the morning to pursue what we say we believe in and want to accomplish —let alone die for it.


Leadership is not about comfort but about discomfort with our desire for ease and complacency.


Ask yourself honestly, “What is the strongest motivation in my life and leadership right now?” Is it perhaps fame or status? What do you value more than your convictions? Is it money? Let me assure you that it would be much better for you to eat a slice of bread with your ethical convictions intact than to eat a juicy steak with compromise. Long after that steak dinner would have been forgotten, you would still remember the slice of bread you ate because you stood for what you believed in.


Life is short—you might as well live for something valuable!


What Values About Leadership Have We Accepted?


In the previous teaching, we discussed traditional philosophies that have contributed to the concepts of leadership many people hold today. To recap, these were (1) the “birth trait” theory, (2) the “chosen by the gods” theory, (3) the “charismatic personality” theory, and (4) the “external factors” theory —that leaders are born primarily through education or by dealing with certain situations with specific criteria and stimuli.


We will now examine three values that our culture has adopted in relation to leadership, as a result of our acceptance of these traditional philosophies. Consciously or subconsciously, we often consider the following values of leadership to be more important than character and the elements of character. 1. We Value Talent over Character
Many people regularly place their confidence in a leader’s talents, above all other considerations. To understand the implications of this misplaced value, let’s clarify the difference between talent and character.


Talent is a person’s inherent gifts and abilities, as well as his skills, knowledge, and expertise.
Character is a person’s personal submission to the discipline of adhering to principles that protect his talents and gifts.


As we have discussed, every human being is born with a unique gift or set of gifts. We gain additional skills, abilities, knowledge, expertise, and experience as we use our gifts and interact with the world, but the gifts themselves are innate. In contrast, we are not born with character. Some people’s personalities may include a natural bent toward certain positive attributes, such as patience. But character must be intentionally valued and developed.


Overawed by Glamour


Too often, we allow ourselves to become so impressed with a person’s talent that we choose to overlook his character flaws when making an investment in him as a leader. We must learn not to be overawed by spectacular talent. We can enjoy and appreciate someone else’s gifts, but we should not expect his talent to be a reflection of the whole person.


There seem to be certain celebrities and politicians who continue to receive the public’s approval and favor, no matter how discreditable their conduct. At such times, there are usually various reasons for this continued support. For example, in the case of a politician, one likely reason would be people’s strong ties to a particular political party. Nevertheless, we live in a culture so enamored of famous people that the public often chooses to ignore their character defects, even though to do so is ethically unhealthy for both them and society.


Unfortunately, when we ignore the issue of character, we often reinforce in the minds of these leaders the perception that they will never be held responsible for their actions or for the poor examples they are setting. These leaders see that most people care only about their talent or appearance, and aren’t concerned about whether they have moral standards. In this way, the public encourages them to disregard the development of their character—and may even contribute to their eventual downfall.


A Fickle Public


On the other hand, leaders should realize that the public can sometimes be very fickle about whom it admires. Certain individuals might be gifted, famous, and wealthy, but when their character defects come to light, they can instantly lose both popularity and favor. Suddenly, people no longer want to pay them money to exercise their gifts, or vote for them for public office, or buy tickets to be entertained by them. Why? The people felt betrayed when they realized that the gifted person’s private life didn’t correspond with his public persona. People often feel shocked and deceived when such revelations occur, because they have overemphasized the value of the person’s talent, charisma, and glamour. They erroneously believe that people with these qualities should automatically have character, as well.


It is more important to be faithful than to be famous.
Some people take the position that a person’s public life is not related to his private life (often because they don’t think through their stance thoroughly enough). We’ll explore the problems with this position in a later chapter. For now, we should remember that character is who we are when no one is watching. If you want to make an impact on the world with your leadership gifts, it is essential to shore up your gifts with strong character that can handle the pressures and temptations of life.


Talent Without Character


A person who has talent but lacks character can be unstable and unreliable. Some people have ability, but they don’t have “availability.” They’re gifted, but they can’t be counted on to contribute their gift consistently. Nothing is more frustrating to people who are involved in a joint endeavor—such as a business, a professional sports team, a film crew, a civic organization, or a college study group—than dealing with someone who is extremely talented but undependable. They cannot predict if the person will be present at the designated times to carry out his responsibilities. If he doesn’t show up, their endeavor can be jeopardized.


Talent without character is like a shooting star. It shines brightly for a moment but then is gone. Sometimes, people come on the public scene who have a brilliant intellect, a sparkling personality, or dazzling good looks. They seem to have all the right ingredients for success. But then, sometime later—it may be two weeks, a year, or several years—they seem to drop out of sight, and we wonder where they went. We find out that they quickly “burned out” due to a character issue that destroyed their reputation and potential.


In contrast, character is like the sun—it shines consistently and reliably. At night, the sun illuminates another region of the world, even though we can’t see it. On days when we experience cloudy skies or pouring rain, the sun is still shining from its consistent position in the solar system. People with character have these qualities of consistency and reliability. Consequently, they have a positive effect on the lives of those around them.


Distracted and Derailed


When leaders focus solely on their talent, ignoring issues of character, it can derail their purpose and distract other people from matters of true importance. Most people acknowledge that former U.S. president Bill Clinton was a good manager and a tremendous communicator. Whether they agree with his politics or not, they recognize his leadership abilities. Two of his accomplishments were balancing the federal budget and reducing the national debt.


Clinton was the most influential man on earth—a player on the world scene. He is well-educated and has talent and skills. I have met him on several occasions. If you were to walk into his presence, you would be disarmed, because he has powerful charisma. I believe that if someone who hated him talked with him for three minutes, he would end up liking him.


Yet while Clinton was president, his character flaw caused people to lose respect for him as a leader and brought him ridicule. It could even have cost him his position. Not only did he have sexual liaisons with a White House intern, but he also lied about it under oath, leading to his impeachment by the House of Representatives. The credibility of the most powerful man in the world was greatly damaged by his involvement with a young intern. Because of congressional and public uproar over his personal life, as well as the accompanying media frenzy, some of Clinton’s policies and plans were hindered, and he and the country were unnecessarily distracted from national goals and concerns.


In my opinion, Clinton succumbed to one of the greatest dangers of leadership power and success—in essence, he believed he was above his own character. He was in such a position of power and authority that he thought his indiscretions would be shielded from discovery and protected from any consequences. That was a great personal deception. He didn’t understand that he was only as safe as his character, and that protecting his character should have been one of his top priorities.
Because he allowed his character flaw to control him, no matter how much time passes, and no matter what other accomplishments he achieves, people will always remember the scandal that occurred during his presidency. His character defect and its aftermath are part of his permanent legacy. This is what happens when we value talent over character.


How would you like to be remembered?


2. We Value Reputation over Character
Another false value we have internalized is that a good reputation is more important than having genuine good character. We have made our public image a higher priority than our personal or corporate responsibleness. In doing so, we have failed to recognize the critical need to safeguard our integrity.


Let’s examine the difference between reputation and character: Reputation is what others think about you. Character is the truth about you.


Reputation is who you are in public. Character is who you are in private.


Each of us has a reputation—it is the perception other people have of us. People often “sell” an enhanced picture of themselves to others; they promote a public image that is not who they really are. Then, they sometimes start to believe the invention rather than the reality. It is ethically hazardous for us to be more concerned with what others think of us than with what we know to be true about ourselves.


Mere reputation does not have the ability to sustain you, because it is not based on reality. We should never trust our reputation, because it has the capacity to deceive us.
We must also avoid promoting a false image of ourselves, because life has a way of eventually bringing our private self to the public stage. Who you truly are will manifest itself somewhere along your life’s journey, and it can destroy the image of “you” that others have bought into. Therefore, make sure you won’t mind if who you are in private becomes public. Finally, remember this: Hardly anyone is able to die with his privacy intact.


Leaders should not seek to protect their reputation—they should seek to protect their character.


Reputation is not something you have to pursue. It will be a by-product of your character. People will respect you for your character, so you never have to strive to maintain or protect your reputation. If your goal is to defend your reputation, you will move away from ethical considerations. Again, the best thing to do is to focus on maintaining your character and protecting your integrity. The more you develop your character, the less concerned you will be about your reputation.


3. We Value Position More Than Character


A third flawed value we have accepted is that position is more important than character—specifically, our disposition. By disposition, I mean a person’s nature and outlook—including his sense of purpose and his self- concept. As we have discussed, an individual’s position, rank, or status in an organization does not automatically equate to genuine leadership. Many people are more concerned with pursuing a high position in government, business, or the nonprofit sector than with having an honorable disposition. They choose to focus on outward status rather than on the quality of their inner life. I would much rather understand what motivates a person than hear what his latest title is, because his title really tells me very little about him.


One dictionary definition of disposition is “the tendency of something to act in a certain manner under given circumstances.” That’s a good description of character, too, one that we will look at more closely in a coming chapter. When we know someone’s true character, we can usually predict what he will do in a given situation. That is vital knowledge to have about a leader or a potential leader.


Therefore, instead of seeking an elevated position in life, we should develop a strong disposition. We can begin by asking ourselves questions such as these:
Have I placed more value on my status or title than on my character?


What perceptions do I have about myself, other people, and the world? Are they aligned with my purpose? Do they reflect the values I claim to have?
What is my true nature, apart from my reputation?
What values will I refuse to deny because, to do so, I would violate my ideals and ethics?


Living Value-Directed Lives


As a result of the false ideas about leadership that our culture has accepted, we have too hastily given roles of leadership and responsibility to people without considering the ramifications of their turning out to be unprincipled leaders. For example, when we are looking for someone to head an organization, we usually choose someone on the basis of his experience and knowledge alone. (When we recognize that we are competent in a specific area, we often believe that this fact, in itself, qualifies us for leadership, too!) When we vote for someone for political office, we often choose someone just because he is well-known, well-spoken, or physically attractive. Yet focusing on these values exclusively, rather than seriously considering people’s character, has done us and the world a great disservice. It has inevitably played a part in the ethical and moral scandals we are seeing among our leadership.


As leaders, we have a responsibility to live with utmost integrity. Our convictions must remain intact, no matter how much we may be tempted to compromise our honesty or to give in to our physical appetites. We must remember that people are looking to us and putting their faith in us. For the sake of our leadership, let us endeavor to live responsible lives based on strong values. We can do this as we identify, believe, receive, live out, and share our values, and as we allow them to motivate and regulate our conduct and policies.