Doctors take an oath. People get certified to be a coach. Politicians are sworn into office. I had to get a license before I could drive.
Certifications, licenses, and performance pledges aren’t uncommon for professions and activities where the responsibilities to be managed are large.
Being a leader involves large amounts of responsibility for both work and people—the ongoing paradox of managing both task and relationship.
So all of that leads me to ponder: before an individual could call themselves a leader, perhaps they should have to make an oath of leadership—a promise of performance and character.
Maybe something like:
I promise to take the responsibilities of being a leader seriously. I agree that to call myself a leader, I swear to consistently and without fail:
-
- Value people, principles, and profits equally, protecting the interests of stakeholders and shareholders evenly
- Foster healthy debate by encouraging angel’s advocate thinking and pushing boundaries and comfort zones
- Reward disruption because comfort and tradition inhibit innovation
- Communicate, communicate, communicate, and do so regularly and transparently
- Practice tough empathy by partnering accountability with compassion
- Practice paradoxical leadership, balancing the creative tension between equally important but essentially different elements
- Embrace ethical norms, behavioral ideals, and a moral center, and to hold those around me to the same
- Perform beyond self-interest because all work gets done by and through people
- Envision both what is and what can be, and encourage others to do the same
- Invest in employee development and foster an environment of ongoing coaching and meaningful, substantive feedback
- Evaluate regularly both quantitative and qualitative metrics, not letting money or other economic dynamics always be the deciding factor
- Create a culture of inclusion where stereotypes, discrimination, and bias have no place, and where diversity of thought is the norm
I declare that I’ll not let the perks and privileges of my position go to my head and give free reign to my team and colleagues to assist in keeping me aware and on point without fear of repercussion.
What do you think? Doable? Not doable? Why or why not?
Picture source before quote: morgueFile
Looks like an interesting list. Is it testable (for licensure)? What is “angel’s advocate thinking”?
The CEOs of companies certainly should pass some kind of test of both ethics and compassion before they can command a lot of people and resources. But I’m afraid that will never happen.
I probably should classify the contents more as an oath…doubt there’s any testing available as most of these items are hard to quantify.
“Angel’s” advocate is my take on the more familiar “devil’s” advocate!
It’s a great oath! I wish that more leaders would be brave and confident enough to raise their hand and take it. I know far too few that are willing to live their leadership in alignment with these principals no matter that they talk a big talk.
So great to hear, Alli, that you are in the “need an oath” corner! Maybe if we all keep banging the drum enough, we can start a movement and make it so!
Jane, awesome article! Yes, taking an “oath” as a leader is not a bad idea. It reconfirms leadership is positive, doable and something to strive for on a continuous basis. You’re never “there” as with a license — leaders ought not to sit back and relax once they have achieved the leadership status. (Because if you do, you’re not a leader!)
Lisette: love your open mind! Great point you made about leadership as something that’s perpetual, dynamic, and never static…so true!
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