Article
How Best Leaders Make Great Decisions: The Real Art of Judgment Beyond the Myths
November 12, 2024
Leadership is often framed as an innate skill—a natural “gift” of foresight and intuition. But here’s the first myth we’ll debunk: great decision-making isn’t magic. One of my early mentors gave me the following feedback, “Rich, sometimes you treat a wisp of inspiration as if it were a four-lane highway. It’s not that you shouldn’t trust your intuition, you just need to validate it.” This is what I’ve learned since then. Through extensive research on personality and 360 ratings of behavior on nearly 2,000 executives from diverse industries worldwide, I’ve learned that strong decision-making is a disciplined approach to judgment that distinguishes top leaders from the rest. These leaders don’t fall for quick fixes or rely on intuition alone; they build their decision-making skill through a blend of analysis, emotional intelligence, and strategic insight. Let’s explore what our research reveals about how great leaders make great decisions, challenging some pervasive myths in the process.
Myth #1: Leaders Are Born with a ‘Gut’ for Good Decisions Many people picture a strong leader as someone who acts swiftly, relying on an almost mystical gut instinct. But from our research, it’s clear that while intuition has a role, exceptional leaders don’t lean solely on their gut. They’re analytical, dissecting problems and identifying root causes. They avoid knee-jerk reactions and use data and context as their foundation. Our findings show that leaders who rate high in analytical skills and problem identification are able to make consistently better decisions, thanks to their ability to weigh diverse inputs and arrive at well-considered conclusions.
Practical Takeaway: Before making a quick decision, ask if it’s really grounded in analysis or just a reflex. The best leaders in our study clarify problems, consider multiple perspectives, and evaluate risk. This balanced approach—where intuition complements, rather than overrides, analysis—ensures more sound and strategic decisions.
Myth #2: Strategic Vision Means Focusing Only on the Big Picture “See the forest, not the trees.” Sounds inspiring, right? But it’s also incomplete. In reality, great leaders don’t overlook details—they take a “zoom in, zoom out” approach to strategy. According to our research, the best leaders combine big picture thinking with a precise grasp of details, enabling them to adapt to short-term needs while aligning with long-term goals. These leaders balance the forest with the trees, recognizing that both perspectives are crucial for sound judgment in complex environments.
Practical Takeaway: When facing a decision, don’t just go with what looks right from a high level. Drill down into specifics and examine how each choice supports your goals, now and in the future. The best leaders, as our research shows, have honed the ability to navigate both the telescope and the microscope.
Myth #3: Real Leaders Are Decisive and Unwavering Sure, decisiveness is important. But our research underscores that the best leaders aren’t just fast—they’re deliberate. These executives make a thoughtful choice between action and patience, recognizing that impulsivity can backfire. Decisiveness isn’t about rushing; it’s about timing. Leaders who consistently rated high in follow-through also demonstrated this deliberation—when they act, they ensure their decision is fully executed, with a strong sense of timing and purpose.
Practical Takeaway: Avoid making decisions purely for the sake of speed. Reflect on whether a pause for more data or a moment of careful thought will yield a better choice. Our findings reveal that the most effective leaders don’t view deliberation as hesitation but as essential preparation.
Myth #4: Good Leaders Always Follow Their Convictions Leaders are often depicted as unbending in their beliefs. But our research reveals that top-performing leaders exhibit cognitive flexibility—they know when to adapt their thinking. Leaders who resist change or rigidly adhere to their convictions miss out on opportunities to pivot and adjust as new information emerges. The best leaders in our study are adaptable, unafraid to revise their strategies, and more likely to succeed in dynamic, complex environments.
Practical Takeaway: When you’re resistant to change, ask yourself if it’s pride or fear of flexibility that’s holding you back. The leaders in our research embrace adaptability as a strength. Remember, it’s not flip-flopping if you’re improving and evolving.
Myth #5: Risk-Takers Are the Only Ones Who Move the Needle Hollywood loves a risk-taker, but our research shows that top leaders don’t gamble recklessly. They’re experts at calculated risk-taking—distinguishing between acceptable and unacceptable risks. They use a structured approach to weigh outcomes and act when the potential benefits justify the risks. These leaders consistently achieve better results than those who approach risk blindly or avoid it altogether.
Practical Takeaway: When you’re facing a risky choice, evaluate the potential fallout and how well-prepared you are to handle it. Leaders in our study assess risk meticulously, positioning themselves for wins without courting disaster. This kind of measured risk-taking is a hallmark of sustainable leadership.
Myth #6: Emotional Intelligence Just Means Being “Nice” Emotional intelligence (EQ) is often misunderstood as “softness.” But high EQ is a critical tool for strategic influence. Leaders with high EQ manage their own emotions well, understand others’ perspectives, and build trust. They navigate conflict with finesse and inspire team buy-in. Our research shows that social confidence and diplomacy are vital qualities for leaders who master this emotional balance, building loyalty and morale that amplify their decision-making power.
Practical Takeaway: To develop EQ, start with self-awareness: identify your emotional triggers and examine how they influence your choices. Then, focus on understanding team dynamics. Our data show that leaders who tailor their approach to different people and situations build stronger teams and achieve better outcomes.
Myth #7: Complexity Requires Total Control Many leaders think that managing complexity means controlling everything. But our research with executives reveals that high-performing leaders know when to let go, fostering flexibility and encouraging innovation within their teams. They act as “guiding stars,” offering direction while empowering others to make decisions and solve problems on the ground. Leaders who rated highly in empowerment excelled in their roles by encouraging this autonomy, allowing their teams to shine within a shared framework of goals.
Practical Takeaway: Identify areas where you can empower your team. Shift from micromanaging to guiding, and trust that capable people can solve problems creatively. Our findings affirm that leaders who embrace this style often get better, more innovative results.
Myth #8: Leaders Must “Know It All” The myth of the omniscient leader is just that—a myth. Our research highlights that leaders who embrace intellectual humility achieve more sustainable success. By recognizing their limits, these leaders actively seek diverse perspectives and feedback. They’re not afraid to say, “I don’t know.” This openness fosters a culture of knowledge-sharing and insight that enriches the entire organization.
Practical Takeaway: Practice intellectual humility by regularly seeking feedback, not only from peers but from all levels of the organization. Our data show that leaders who do this avoid the pitfalls of overconfidence, making smarter decisions with the full benefit of collective insight.
Myth #9: Stress Should Be Suffered in Silence There’s a persistent belief that leaders need to handle stress internally, keeping it hidden. Yet, our research shows that resilience under pressure is key to good judgment. Leaders who manage stress effectively—through deliberate resilience practices—make clearer, more rational decisions. Those who prioritize mental and physical health maintain cognitive clarity, enabling better decision-making even under intense pressure.
Practical Takeaway: Make stress management a leadership priority. Incorporate resilience practices like meditation or structured breaks. Our findings reveal that resilience isn’t just personal—it impacts the quality of leadership judgment in high-stakes moments.
Myth #10: Leadership is All About Results Results matter, but the process of achieving them matters just as much. Great leaders know that good judgment balances outcomes with a reflective approach to how decisions are made. The leaders in our research use “double-loop learning,” where they don’t just evaluate whether a decision worked but also examine how the decision was made. This self-reflection keeps them growing and adapting, enabling them to learn from both wins and missteps.
Practical Takeaway: Regularly review your decision-making process, not just the outcomes. Ask, “What went right?” and “Where could we improve?” By focusing on continuous improvement, you evolve as a leader, making each decision sharper than the last.
The Bottom Line: Good Judgment is Crafted, Not Gifted Our research on nearly 2,000 executives has shown that good judgment isn’t a mystical talent. It’s a skill crafted over time, blending analytical thinking with empathy, risk management, resilience, and intellectual humility. Great leaders don’t rest on their innate abilities; they grow through disciplined reflection, calculated risk-taking, and a willingness to learn. By balancing data with insight, courage with caution, and strength with adaptability, they build decision-making practices that create lasting value and inspire those around them.
Myth #1: Leaders Are Born with a ‘Gut’ for Good Decisions Many people picture a strong leader as someone who acts swiftly, relying on an almost mystical gut instinct. But from our research, it’s clear that while intuition has a role, exceptional leaders don’t lean solely on their gut. They’re analytical, dissecting problems and identifying root causes. They avoid knee-jerk reactions and use data and context as their foundation. Our findings show that leaders who rate high in analytical skills and problem identification are able to make consistently better decisions, thanks to their ability to weigh diverse inputs and arrive at well-considered conclusions.
Practical Takeaway: Before making a quick decision, ask if it’s really grounded in analysis or just a reflex. The best leaders in our study clarify problems, consider multiple perspectives, and evaluate risk. This balanced approach—where intuition complements, rather than overrides, analysis—ensures more sound and strategic decisions.
Myth #2: Strategic Vision Means Focusing Only on the Big Picture “See the forest, not the trees.” Sounds inspiring, right? But it’s also incomplete. In reality, great leaders don’t overlook details—they take a “zoom in, zoom out” approach to strategy. According to our research, the best leaders combine big picture thinking with a precise grasp of details, enabling them to adapt to short-term needs while aligning with long-term goals. These leaders balance the forest with the trees, recognizing that both perspectives are crucial for sound judgment in complex environments.
Practical Takeaway: When facing a decision, don’t just go with what looks right from a high level. Drill down into specifics and examine how each choice supports your goals, now and in the future. The best leaders, as our research shows, have honed the ability to navigate both the telescope and the microscope.
Myth #3: Real Leaders Are Decisive and Unwavering Sure, decisiveness is important. But our research underscores that the best leaders aren’t just fast—they’re deliberate. These executives make a thoughtful choice between action and patience, recognizing that impulsivity can backfire. Decisiveness isn’t about rushing; it’s about timing. Leaders who consistently rated high in follow-through also demonstrated this deliberation—when they act, they ensure their decision is fully executed, with a strong sense of timing and purpose.
Practical Takeaway: Avoid making decisions purely for the sake of speed. Reflect on whether a pause for more data or a moment of careful thought will yield a better choice. Our findings reveal that the most effective leaders don’t view deliberation as hesitation but as essential preparation.
Myth #4: Good Leaders Always Follow Their Convictions Leaders are often depicted as unbending in their beliefs. But our research reveals that top-performing leaders exhibit cognitive flexibility—they know when to adapt their thinking. Leaders who resist change or rigidly adhere to their convictions miss out on opportunities to pivot and adjust as new information emerges. The best leaders in our study are adaptable, unafraid to revise their strategies, and more likely to succeed in dynamic, complex environments.
Practical Takeaway: When you’re resistant to change, ask yourself if it’s pride or fear of flexibility that’s holding you back. The leaders in our research embrace adaptability as a strength. Remember, it’s not flip-flopping if you’re improving and evolving.
Myth #5: Risk-Takers Are the Only Ones Who Move the Needle Hollywood loves a risk-taker, but our research shows that top leaders don’t gamble recklessly. They’re experts at calculated risk-taking—distinguishing between acceptable and unacceptable risks. They use a structured approach to weigh outcomes and act when the potential benefits justify the risks. These leaders consistently achieve better results than those who approach risk blindly or avoid it altogether.
Practical Takeaway: When you’re facing a risky choice, evaluate the potential fallout and how well-prepared you are to handle it. Leaders in our study assess risk meticulously, positioning themselves for wins without courting disaster. This kind of measured risk-taking is a hallmark of sustainable leadership.
Myth #6: Emotional Intelligence Just Means Being “Nice” Emotional intelligence (EQ) is often misunderstood as “softness.” But high EQ is a critical tool for strategic influence. Leaders with high EQ manage their own emotions well, understand others’ perspectives, and build trust. They navigate conflict with finesse and inspire team buy-in. Our research shows that social confidence and diplomacy are vital qualities for leaders who master this emotional balance, building loyalty and morale that amplify their decision-making power.
Practical Takeaway: To develop EQ, start with self-awareness: identify your emotional triggers and examine how they influence your choices. Then, focus on understanding team dynamics. Our data show that leaders who tailor their approach to different people and situations build stronger teams and achieve better outcomes.
Myth #7: Complexity Requires Total Control Many leaders think that managing complexity means controlling everything. But our research with executives reveals that high-performing leaders know when to let go, fostering flexibility and encouraging innovation within their teams. They act as “guiding stars,” offering direction while empowering others to make decisions and solve problems on the ground. Leaders who rated highly in empowerment excelled in their roles by encouraging this autonomy, allowing their teams to shine within a shared framework of goals.
Practical Takeaway: Identify areas where you can empower your team. Shift from micromanaging to guiding, and trust that capable people can solve problems creatively. Our findings affirm that leaders who embrace this style often get better, more innovative results.
Myth #8: Leaders Must “Know It All” The myth of the omniscient leader is just that—a myth. Our research highlights that leaders who embrace intellectual humility achieve more sustainable success. By recognizing their limits, these leaders actively seek diverse perspectives and feedback. They’re not afraid to say, “I don’t know.” This openness fosters a culture of knowledge-sharing and insight that enriches the entire organization.
Practical Takeaway: Practice intellectual humility by regularly seeking feedback, not only from peers but from all levels of the organization. Our data show that leaders who do this avoid the pitfalls of overconfidence, making smarter decisions with the full benefit of collective insight.
Myth #9: Stress Should Be Suffered in Silence There’s a persistent belief that leaders need to handle stress internally, keeping it hidden. Yet, our research shows that resilience under pressure is key to good judgment. Leaders who manage stress effectively—through deliberate resilience practices—make clearer, more rational decisions. Those who prioritize mental and physical health maintain cognitive clarity, enabling better decision-making even under intense pressure.
Practical Takeaway: Make stress management a leadership priority. Incorporate resilience practices like meditation or structured breaks. Our findings reveal that resilience isn’t just personal—it impacts the quality of leadership judgment in high-stakes moments.
Myth #10: Leadership is All About Results Results matter, but the process of achieving them matters just as much. Great leaders know that good judgment balances outcomes with a reflective approach to how decisions are made. The leaders in our research use “double-loop learning,” where they don’t just evaluate whether a decision worked but also examine how the decision was made. This self-reflection keeps them growing and adapting, enabling them to learn from both wins and missteps.
Practical Takeaway: Regularly review your decision-making process, not just the outcomes. Ask, “What went right?” and “Where could we improve?” By focusing on continuous improvement, you evolve as a leader, making each decision sharper than the last.
The Bottom Line: Good Judgment is Crafted, Not Gifted Our research on nearly 2,000 executives has shown that good judgment isn’t a mystical talent. It’s a skill crafted over time, blending analytical thinking with empathy, risk management, resilience, and intellectual humility. Great leaders don’t rest on their innate abilities; they grow through disciplined reflection, calculated risk-taking, and a willingness to learn. By balancing data with insight, courage with caution, and strength with adaptability, they build decision-making practices that create lasting value and inspire those around them.
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Founders live in a world of chaos. It’s exhilarating, intense, and downright terrifying. You’re constantly shifting between the thrill of new ideas and the crushing weight of responsibility. Every decision feels like a life-or-death moment for your company, and the stress is unrelenting. Yet, amid this madness, there’s one thing that determines whether you’ll thrive or crash and burn: personal grounding.
Founders often carry a mythic aura, celebrated for their vision, charisma, and relentless drive. They are the bold risk-takers who disrupt industries, change lives, and will entire markets into existence. These narratives—as addictive as they are—often lead to an unfortunate misconception: that sheer genius is enough to scale a startup. It isn’t. Vision alone might get you through the knife-fight phase of a startup’s life, but when it’s time to scale, your brilliance can become a bottleneck. Founders who cling to the illusion that they can power through scaling challenges with charisma and creativity often fail spectacularly. This blog is a wake-up call for founders, potential founders, failed founders, and investors alike: genius alone will not carry you to the finish line. What separates the startups that thrive from those that crumble is not brilliance but the ability to build enduring systems, structures, and processes. Let’s dispel the myths and explore the unseen and often unglamorous work that founders need to master if they hope to turn a scrappy startup into a billion-dollar business. Myth 1: Vision Is Everything Most founders are natural Visionary Evangelists. They see around corners, spot market opportunities, and inspire teams with their bold ideas. Investors bet on these qualities, and for good reason: vision is what ignites the startup engine. But as the company grows, the same traits that propelled its early success can become liabilities. Vision without structure leads to chaos. Founders can’t just "will" their companies to scale. At some point, the organization’s complexity will outstrip the founder’s ability to manage it. The lack of clear systems and processes creates bottlenecks, frustrates teams, and erodes trust. Reality Check: Vision is critical, but it’s not a substitute for operational rigor. Scaling requires founders to translate their big ideas into actionable, repeatable systems. Without this bridge between strategy and execution, even the most promising startups will stall. Myth 2: The Founder’s Hustle Will Carry the Team In the early days, startups thrive on heroic efforts. Founders wear multiple hats, pulling all-nighters and stepping in wherever there’s a gap. This scrappy hustle becomes a badge of honor, an identity. But as the team grows, this approach becomes unsustainable and even destructive. Here’s the problem: many founders struggle to let go. They micromanage, make unilateral decisions, and refuse to delegate. Why? Because they’ve convinced themselves that no one else can match their passion or capability. This creates a toxic dynamic where the founder becomes the bottleneck, stalling progress and demoralizing their team. Reality Check: Hustle is not a scalable strategy. Founders must transition from being the hero to being the architect of systems that empower others to execute effectively. This means delegating, coaching, and trusting their team to own outcomes. Myth 3: Startups Should Avoid Bureaucracy The word “bureaucracy” sends chills down the spines of most founders. Isn’t the whole point of a startup to move fast and break things? Isn’t bureaucracy the enemy of innovation? Not exactly. While startups should avoid unnecessary red tape, the absence of structure often leads to inefficiency and burnout. Teams waste time reinventing the wheel because there’s no documented process. Priorities shift on a whim, leaving employees confused and disengaged. Founders who reject all forms of process in the name of agility often end up with chaos instead of speed. Reality Check: Scaling startups need “just enough” process to provide clarity and direction. Think of processes as guardrails, not handcuffs. They should enable agility, not stifle it. Myth 4: Scaling Is About Adding More Resources When startups hit growing pains, the instinctive reaction is to throw more resources at the problem: hire more people, buy better tools, raise more money. While these are sometimes necessary, they’re rarely sufficient. Scaling isn’t just about doing more; it’s about doing better. Consider this: doubling your team without clear systems in place will only amplify inefficiencies. Throwing money at problems without solving root causes leads to waste. Founders who equate scaling with “more” often find themselves with bloated organizations that are slow and unprofitable. Reality Check: Scaling is about improving efficiency and effectiveness. Before adding more resources, founders need to optimize their existing processes to handle greater complexity. What Successful Founders Do Differently So, what separates the founders who successfully scale their startups from those who don’t? Here are the key actions they take: 1. Re-engineer Inefficient Processes Successful founders don’t just patch over inefficiencies; they dig deep to redesign broken systems. They prioritize scalability from the start, asking questions like: “Can this process handle 10x growth?” If the answer is no, they fix it. 2. Shift from Doer to Leader Founders who scale learn to let go of day-to-day tasks and focus on strategic leadership. This means empowering their team to own decisions and outcomes while providing clear guidance and support. 3. Invest in People and Culture Scaling isn’t just about systems; it’s also about people. Great founders invest in hiring top talent, developing their team’s capabilities, and creating a culture that aligns with their values and vision. 4. Embrace Feedback and Adaptation Scaling is a messy process that requires constant iteration. Founders who thrive are those who actively seek feedback from their team, customers, and investors—and use it to refine their approach. 5. Build Operational Discipline This is where many founders falter. Operational discipline means setting clear goals, tracking progress, and holding people accountable. It’s about creating a rhythm of execution that ensures the company delivers on its promises. A Challenge to Founders If you’re a founder, ask yourself: Are you still trying to do everything yourself? Do your teams know their priorities, or are they constantly scrambling to figure out what matters most? Are your processes built to scale, or are you just winging it? Be honest. The answers to these questions will reveal whether you’re truly ready to scale your company or if you’re standing in your own way. For potential founders: Don’t romanticize the hustle. Building a startup requires more than just a big idea and hard work. Be prepared to master the unsexy, behind-the-scenes work of creating systems and structures that enable growth. For failed founders: Reflect on where things went wrong. Was it a lack of vision, or was it the inability to scale operations? Use those lessons to rebuild stronger. For investors: Stop glorifying the lone genius. Look for founders who are not just visionary but disciplined in execution. Invest in those who are willing to grow alongside their companies. The Takeaway Scaling is not a magical process that happens when you raise enough money or hire enough people. It’s a deliberate, disciplined effort to build the systems, structures, and processes that allow your company to grow sustainably. Vision might light the fire, but operational excellence keeps it burning. For founders willing to do the hard work, the rewards are immense. The ability to scale beyond genius is what separates the unicorns from the also-rans. The question is: are you ready to put in the work?
In a recent Founders Keepers newsletter entitled “When Their Moral Compass Fails, Leaders Fail: How Greed, Power, and Pressure Can Destroy Founders” I discussed how the pressure of investor demands, and the corrosive effects of power and greed can erode a founder’s moral compass. These challenges are not limited to startup founders; they affect leaders across all industries. However, our research on nearly 2,000 executives, including the top 200 leaders who emerged as the “best” based on 360-degree feedback ratings, provides a critical insight: the best leaders are unwavering models of integrity and values. This is not just an ideal to aspire to—it’s a requirement for sustainable success. When leaders prioritize integrity and live by a clear set of values, they build trust, inspire their teams, and create a foundation for enduring impact. This post will delve into what it means to lead with integrity, how the best leaders embody these principles, and actionable steps you can take to align with these ideals. Integrity: The Cornerstone of Leadership Integrity in leadership is about much more than honesty. It encompasses consistency between words and actions, ethical decision-making, and a commitment to doing what is right, even in the face of adversity. Leaders with integrity act as a moral compass for their organizations, guiding decisions and behavior through a clear ethical lens. Our research on the best leaders revealed several defining characteristics of integrity in leadership: Consistency in Actions and Words: The best leaders “walk the talk,” ensuring their actions align with their stated values. This predictability fosters trust and reduces organizational uncertainty. Ethical Decision-Making: These leaders prioritize ethical considerations, making decisions that align with their values rather than taking shortcuts for short-term gains. Accountability: They own their mistakes, modeling humility and responsibility for their teams. Take Howard Schultz, the former CEO of Starbucks, as an example. Schultz demonstrated integrity by prioritizing ethical sourcing, offering healthcare benefits to part-time employees, and fostering a culture of respect and inclusion. His leadership not only built a globally respected brand but also created an environment where employees felt valued, and customers felt connected to the company’s mission. According to a comprehensive review of the literature, leaders who demonstrate integrity cultivate stronger trust among their teams, improve morale, and enhance overall organizational performance. The ripple effects of their behavior extend to organizational reputation, customer loyalty, and financial success. Values as the Leader’s Guiding Light Values are the principles that define what is most important to an individual or organization. For leaders, values serve as a decision-making framework, shaping their behavior and influencing their teams. Leaders who model and promote core values create a strong organizational culture where employees feel aligned and inspired. In our study of the best leaders, the following behaviors stood out: Leading by Example: The best leaders don’t just articulate values; they embody them. Their behavior demonstrates the standards they expect from others. High Standards of Conduct: These leaders maintain impeccable personal and professional standards, setting a tone that permeates their teams and organizations. Promoting Organizational Values: By aligning their behavior with the organization’s mission and vision, these leaders reinforce the importance of shared values. Brian Chesky, CEO of Airbnb, exemplified these principles during the COVID-19 pandemic. Faced with difficult decisions, Chesky ensured that laid-off employees received generous severance packages and career support. His transparent and empathetic approach reinforced Airbnb’s values and preserved the company’s reputation during a challenging time. The literature supports these findings, emphasizing that when leaders align personal and organizational values, it leads to increased job satisfaction, higher productivity, and reduced turnover. Trust: The Currency of Leadership Integrity and values contribute to the most critical currency a leader possesses: trust. Leaders who consistently demonstrate integrity earn the confidence of their employees, stakeholders, and customers. This trust forms the foundation of effective collaboration, open communication, and organizational resilience. Our research showed that trust was a hallmark of the best leaders. They were described as dependable, reliable, and fair. Their actions consistently reflected their commitments, which inspired loyalty and respect. Paul Polman, former CEO of Unilever, is a shining example of how integrity builds trust. Polman led Unilever with a focus on sustainability and social responsibility, proving that profitability and ethical practices can coexist. His leadership attracted like-minded stakeholders, enhanced the company’s reputation, and set a benchmark for ethical corporate governance. Building trust, however, is not a one-time effort. It requires continuous reinforcement through ethical behavior, transparency, and accountability. As one executive in our study remarked, “Trust takes years to build, seconds to break, and forever to repair.” The Downside of Losing Integrity The stakes for leaders who fail to model integrity are high. Our review of business failures, including infamous cases like Enron and Theranos, highlights how a lack of ethical leadership can lead to catastrophic outcomes. Leaders who compromise their values for short-term gains risk not only their reputations but also the viability of their organizations. The Enron scandal was rooted in accounting fraud and ethical violations by top executives who prioritized personal gain over organizational integrity. Similarly, Elizabeth Holmes of Theranos allowed ambition to override honesty, leading to the downfall of a once-promising company. These examples underscore the importance of ethical leadership in avoiding reputational and financial disaster. Expanding the Legacy: The Ripple Effects of Integrity Leaders who model integrity extend their influence far beyond their immediate teams. They create a ripple effect that shapes organizational culture, industry standards, and even societal expectations. A consistent pattern in our research is that ethical leaders inspire ethical behavior at all levels of the organization, amplifying their impact. For instance, Satya Nadella’s leadership at Microsoft has transformed the company culture from one of cutthroat competition to collaboration and innovation. By prioritizing empathy, inclusion, and a growth mindset, Nadella has demonstrated how values-driven leadership can rejuvenate a global organization and inspire employees worldwide. This ripple effect is not accidental; it requires intentional effort to embed integrity into every aspect of leadership. Leaders must ask themselves: How can I ensure my values are reflected in the decisions I make, the systems I design, and the culture I cultivate? Actionable Steps for Leading with Integrity So, how can leaders ensure they remain models of values in the face of challenges? Here are actionable strategies based on our research and the broader literature: Clarify Your Core Values: Take time to reflect on your principles and create a personal mission statement. Ensure your values align with your organization’s mission. Lead by Example: Demonstrate your values through consistent actions. Be the behavior you wish to see in your team. Be Transparent: Openly communicate your decisions and the values guiding them. Transparency builds trust and accountability. Own Your Mistakes: When you fall short, acknowledge it. Use failures as an opportunity to model humility and resilience. Seek Feedback: Regularly solicit input from your team to understand how your behavior aligns with your values. This fosters self-awareness and continuous improvement. Promote Organizational Values: Reinforce the importance of shared values by embedding them into your organization’s culture and decision-making processes. Practice Ethical Decision-Making: Develop a habit of evaluating decisions through an ethical lens. Ask yourself how your choices align with your values and their impact on others. Amplify Your Influence: Leverage your position to mentor others, advocate for ethical practices, and inspire your industry to prioritize integrity. An Inspiring Legacy The best leaders are not only successful but also admired for their integrity and values. Their influence extends beyond organizational performance to leave a lasting legacy of trust, inspiration, and ethical conduct. As leaders, we must constantly ask ourselves: What kind of legacy are we building? In the words of one of the best leaders from our study, “Leadership isn’t about being in charge; it’s about taking care of those in your charge.” By prioritizing integrity and living by our values, we can inspire those around us and build organizations that stand the test of time. As you reflect on this, revisit the challenges I outlined in Founders Keepers —the pressures, greed, and power that can erode integrity. Let this serve as a reminder to stay grounded in your values and lead with unwavering commitment to what is right. Success is fleeting, but integrity endures.
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