25 Dec Success means…building character
Apart from caring for your family and your health, I want you to develop real character as you strive for success. So let me turn today’s blog post over to the Harvard Business Review and their article on building character.
What is the difference between a tough ethical decision and a defining moment? An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A defining moment, however, challenges us in a deeper way by asking us to choose between two or more ideals in which we deeply believe. Such challenges rarely have a “correct” response. Rather, they are situations created by circumstance that ask us to step forward and, in the words of the American philosopher John Dewey, “form, reveal, and test” ourselves. We form our character in defining moments because we commit to irreversible courses of action that shape our personal and professional identities. We reveal something new about us to ourselves and others because defining moments uncover something that had been hidden or crystallize something that had been only partially known. And we test ourselves because we discover whether we will live up to our personal ideals or only pay them lip service.
As I have interviewed and studied business leaders, I have found that the ones who are most satisfied with the way they resolve their defining moments possess skills that are left off most job descriptions. Specifically, they are able to take time out from the chain of managerial tasks that consumes their time and undertake a process of probing self-inquiry—a process that is more often carried out on the run rather than in quiet seclusion. They are able to dig below the busy surface of their daily lives and refocus on their core values and principles. Once uncovered, those values and principles renew their sense of purpose at work and act as a springboard for shrewd, pragmatic, politically astute action. By repeating this process again and again throughout their work lives, these executives are able to craft an authentic and strong identity based on their own, rather than on someone else’s, understanding of what is right. And in this way, they begin to make the transition from being a manager to becoming a leader.
Great insight, right?
Read the complete (and fascinating) article here.