In Part 1 of this post, we explored how our values, beliefs, and personal stories drive our behavior through the road trip story. After running out of gas, each team member played a pivotal role in getting them back on the road. The story demonstrated how certain beliefs open up possibilities, ensure priorities are maintained, and invite greatness.

The next four beliefs presented should further enhance your leadership potential. As you read through them, I offer that you check in with yourself and ask if they are congruent with your own system of beliefs. If you assess these beliefs as your own, to what extent are you living them in your day-to-day actions?

1. With issues of integrity, there is a clear right and wrong path – A leader’s reputation is intimately linked with his or her decision-making ability. Yet, in our often fast-paced and volatile world, making good decisions has become more complex. As a result, today’s leaders are becoming more comfortable with making decisions in “gray areas,” where there is no clear right answer. However, when it comes to issues of integrity, there are no “gray areas,” there is simply right and wrong. The basics of integrity may seem overly fundamental…of course leaders shouldn’t lie, cheat, or steal! Yet, if you inventory the greatest leadership failures in recent memory, they almost always are a failure of character. In the U.S. alone, we can look at Bernie Madoff, Bill Clinton, Mark Hurd, or Joe Paterno as prime examples. All were clearly competent in their leadership positions and very successful before they started to make small choices that ultimately led them down a dangerous path of self-delusion. As William James once said, “It’s the small choices that bear us irresistibly towards our destiny.” Leaders know their values, exercise self-control, and choose the harder right—every time, all the time.

2. A leader’s primary role is to manage culture – When you think of a great leader, what comes to mind? For many, this question conjures up images of the visionary who sees what we cannot, and then sets the strategy to get there. For others, they respect the tactical genius who gets things done where others cannot, the one who enables flawless execution and delivers results. Yet, the best leaders believe their most important role is not to set the strategy or even sustain execution, but to manage the organization’s culture. Why? Strategy can shift with the wind. Execution, while undoubtedly important, is likely already the primary focus of the entire management team. Yet, who is looking after the culture? Whose job is it to communicate the values? Who will teach us the rituals, share stories and legends, hold ceremonies, and shape our daily operating assumptions? All of which will determine how well we execute on our strategy! Who will answer this call? Leaders will.

3. Sometimes great leadership is being a good follower – Those who are in positions of organizational authority are also the ones we expect to most often exercise leadership. Thus, one of the most difficult things for a manager to do is to simply get out of the way. Just because one may have power, title, or positional authority does not mean they are the most qualified to lead every time. Perhaps there are team members with expert knowledge or experiences which make them better suited to determine a path or outcome. Or maybe, there are team members that need to grow, and the manager’s leadership is stifling that growth. For example, when I’m training a large group of equally amazing leaders in a workshop and they embark on a team challenge together, not everyone can be a leader. In these scenarios, great leadership is often recognizing when one is hindering the process rather than adding value to it. I find it inspiring to watch an often dominant and influential leader recognize this truth, and then step aside to make space for others. For an experienced manager, it may not be easy to let others take the lead. Yet, ironically, it can also be masterful leadership.

4. 80% of success is simply showing up – You’ve probably heard it before as this is a staple comment of most sales training programs. Yet, when it comes to leadership, your presence cannot be underestimated. Like the back of a raffle ticket, you must be present to win! Your physical presence as a leader is a service to those you lead as it enables accessibility and facilitates critical communication. More importantly, how you spend your time is the single greatest indicator of what is important to you. If you are constantly buried in the office because those emails must be answered, you are telling followers that is what you most care about. You are communicating, my needs come first. Yet, every time you make a consistent effort to check in with your people, ask what their challenges are, what resources they need, and how you may be of service, you are demonstrating a commitment to putting your follower’s needs first. People understand that managers get really busy, and that’s exactly why making a deliberate effort to create a more human connection with your presence will inspire greater loyalty and motivation.

Hopefully, these beliefs personally resonate with you and your leadership experiences. If so, you are likely already fulfilling much of your leadership potential. If not, remember that our beliefs, values, and personal stories are not fixed, we can change them. While not a simple undertaking, it is always a worthwhile endeavor to strive for greater leadership capacity. The world needs your leadership. Choose to reach your full potential.

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