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Our effectiveness is predicated upon certain inviolate principles—natural laws in the human dimension that are just as real, just as unchanging, as laws such as gravity are in the physical dimension. These principles are woven into the fabric of every civilized society and constitute the roots of every family and institution that has endured and prospered.
Principles are not invented by us or by society; they are the laws of the universe that pertain to human relationships and human organizations. They are part of the human condition, consciousness, and conscience. To the degree people recognize and live in harmony with such basic principles as fairness, equity, justice, integrity, honesty, and trust, they move toward either survival and stability on the one hand or disintegration and destruction on the other.
My experience tells me that people instinctively trust those whose personality is founded upon correct principles. We have evidence of this in our long-term relationships. We learn that technique is relatively unimportant compared to trust, which is the result of our trustworthiness over time. When trust is high, we communicate easily, effortlessly, instantaneously. We can make mistakes and others will still capture our meaning. But when trust is low, communication is exhausting, time-consuming, ineffective, and inordinately difficult.
It’s relatively easy to work on personalities: all we have to do is learn some new skill, rearrange language patterns, adopt human relations technologies, employ visualization affirmations, or strengthen our self-esteem. But it’s comparatively hard to change habits, develop virtues, learn basic disciplines, keep promises, be faithful to vows, exercise courage, or be genuinely considerate of the feelings and convictions of others. Nonetheless, it’s the true test and manifestation of our maturity.
To value oneself and, at the same time, subordinate oneself to higher purposes and principles is the paradoxical essence of highest humanity and the foundation of effective leadership.
Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction.
Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements.
The challenge is to be a light, not a judge; to be a model, not a critic.