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competence and talent without character will not take anyone very far as a
leader. Leaders in this rapidly changing world need to continuously take
stock of their character and their competencies with respect to the impact
on their embracing or resisting change. Certainly, who we are is to a great

extent what we have experienced, and how we perceive events and people
around us directly impacts the choices we make. Unless leaders
understand the vision that motivates them to lead, the purpose that
inspires them, and the values that empower them, it is difficult to make
courageous and needed choices and decisions in a chaotic world.
65

If leaders are to be inspired and then inspire others, they must have a clear
sense of their personal and professional values. These values will be
distinct to each leader, and they should be clearly evident to everyone in
the organization. Leaders must believe in the values they express, and
must work hard to get their personal values in sync with those of the
organization. People greatly admire leaders who know where they stand

on important principles and have confidence in their own beliefs and
values. Ultimately, the successful organization will discover and embrace
shared values.

Leadership is a potent combination of strategy and character. But if you

must be without one, be without strategy. General H. Norman
Schwartzkopf.

Leadership character is also about building relationships and adding value
to others. Relationships either add to or subtract from a person’s life.
Leaders will either have a positive or a negative impact on their followers,

but they will undoubtedly have an impact. Leaders with strong positive
character will pursue making things better for those that follow them,
which leads to building a high level of mutual trust. Ineffective and weak
leaders can easily damage their organization, and it has long been
demonstrated that it is easier to damage an organization than it is to build

a good one.

65 Richard J. Leider, “The Ultimate Leadership Task.” Frances Hesselbein, et.al. editors The Leader of
the Future. San Francisco: Jossey-Bass Publishers, 1996. p. 192.

David Kolzow 55