Two-Faced Leaders Are Dangerous
No individual who is unwilling to commit to absolute integrity will ever be a true and great leader.
Real leadership is based on motivating others to action.
This begins with getting them to listen to you with an open mind, and to begin with a positive impression of you as a leader.
Whether we are discussing relationships with members, co- leaders, donors or sponsors, leaders must avoid saying whatever is convenient at the time.
Leaders must stay on message, whether they perceive the listener to agree or disagree, and then use a combination of a positive attitude, knowledge, expertise, judgment, and often personal charm, to motivate others to at least listen with an open mind.
In my over thirty years of working closely with over a thousand leaders, those in leadership positions who are two- faced (that is, say one thing to one group or individual, and a different message to others) may enjoy temporary and short- lived victories, but invariably their duplicity comes back to haunt them, and all sides lose faith in their integrity and, thus their ability to lead.
1.
Many of these two- faced individuals are not knowledgeable, and are unwilling to commit to those things that let someone become a great leader.
A large percentage of these individuals seem far more interested in their own personal promotion, or egos.
Invariably, when someone feels the necessary to waddle the fence and vacillate regarding positions and beliefs, his tenure in office becomes disastrous, or nearly disastrous for an organization.
When this occurs in consecutive administrations, it often causes an erosion of strength of the organization, because a primary trait of a true leader is to cement the bond of trust and communication between leader and follower.
2.
How does this hurt the organization? The organization is tarnished because most people equate their feelings towards a leader with their belief and loyalty to an organization.
Two- faced leaders are always ultimately discovered, and when that happens, these individuals unfortunately generally resort to greater untruths and deceptions.
As this web gets bigger, the organization gets dragged down into it.
While strengthening an organization is generally a long- term and continuous effort and attitude, organizations often get dragged down quickly and resolutely.
With so much competition for individual's attention and loyalties, organizations can ill afford to turn off members, potential members, past members, donors and potential donors, and sponsors and potential sponsors.
Organizations must take care to attract and qualify leaders who will commit fully, and will not compromise their integrity.
Leadership is not about pleasing everyone, but rather about doing what's best.
Real leadership is based on motivating others to action.
This begins with getting them to listen to you with an open mind, and to begin with a positive impression of you as a leader.
Whether we are discussing relationships with members, co- leaders, donors or sponsors, leaders must avoid saying whatever is convenient at the time.
Leaders must stay on message, whether they perceive the listener to agree or disagree, and then use a combination of a positive attitude, knowledge, expertise, judgment, and often personal charm, to motivate others to at least listen with an open mind.
In my over thirty years of working closely with over a thousand leaders, those in leadership positions who are two- faced (that is, say one thing to one group or individual, and a different message to others) may enjoy temporary and short- lived victories, but invariably their duplicity comes back to haunt them, and all sides lose faith in their integrity and, thus their ability to lead.
1.
Many of these two- faced individuals are not knowledgeable, and are unwilling to commit to those things that let someone become a great leader.
A large percentage of these individuals seem far more interested in their own personal promotion, or egos.
Invariably, when someone feels the necessary to waddle the fence and vacillate regarding positions and beliefs, his tenure in office becomes disastrous, or nearly disastrous for an organization.
When this occurs in consecutive administrations, it often causes an erosion of strength of the organization, because a primary trait of a true leader is to cement the bond of trust and communication between leader and follower.
2.
How does this hurt the organization? The organization is tarnished because most people equate their feelings towards a leader with their belief and loyalty to an organization.
Two- faced leaders are always ultimately discovered, and when that happens, these individuals unfortunately generally resort to greater untruths and deceptions.
As this web gets bigger, the organization gets dragged down into it.
While strengthening an organization is generally a long- term and continuous effort and attitude, organizations often get dragged down quickly and resolutely.
With so much competition for individual's attention and loyalties, organizations can ill afford to turn off members, potential members, past members, donors and potential donors, and sponsors and potential sponsors.
Organizations must take care to attract and qualify leaders who will commit fully, and will not compromise their integrity.
Leadership is not about pleasing everyone, but rather about doing what's best.
Source...