Hypocrisy ...The Killer of Authority!

A few months ago I released the first and second articles in a series titled “Killers and Cornerstones”.  The motivation for writing these articles came from a question I was asked while speaking at a conference:

“In your experiences coaching and developing organizational leaders have you observed a set of common behaviors that have a destructive impact on leadership?”

The answer is yes, and this is why I am writing this series based on the “Killers and Cornerstones”  of leadership.  In the original article I identified the four killers and the four foundational cornerstones of effective leadership. To refresh your memory, they are:

Leadership Killers	Leadership Cornerstones
Dishonesty	Trust
Hypocrisy	Authority
Unreliability	Dependability
Disreputability	Respect

As you read the list I ask you to keep in mind that I believe these to be “make it or break it” traits for all leaders. Think of it like this; dishonesty is the killer of trust, hypocrisy is the killer of authority, unreliability is the killer of dependability, and disreputability is the killer of respect.

In other words, trust, authority, dependability, and respect are the cornerstones of effective leadership. If one of those four cornerstones is missing in a leader, then his or her leadership structure will crack. In a nutshell, the killers reduce effective or potentially effective leaders from an authority-based leadership position (ideal) to one that is entirely based on power and control (dictatorial). Further, the killers not only reduce effectiveness but over time demolish personal leadership capacity altogether.

This writing is focused on hypocrisy, the killer of authority.

Authority, a cornerstone!

What is authority? I have heard this question asked and answered many times over and over. To date I have not heard many answers that satisfy me. To get to the true meaning of authority it may better to look at what authority is not.

· Authority is not tangible. It is not something you can physically grasp. However, it can be seen and understood. In short authority is a one person’s perspective toward another person. It is shaped from a variety of factors and it is something granted from one person to another.

· Authority is not power. That being considered, many people holding leadership positions behave as if they have been granted the authority to be vice-president of the universe. The reality is those people are often functioning from a position of power. Often they use their power in managing (notice I did not say leading) their company or organizations. Often they wield it with great pride and sometimes pretend (out loud) that they are serving at the will of the people for the good of the people. And yes, many people will comply to their power simply because they do not know anything different or because they do not believe they have a choice. The power-based leader has no understanding of how to create authority.

· Authority is not a license. Over the years that I have studied and consulted in the field of leadership I have seen this thought play out many times. A leader is appointed and he or she assumes control. However, it is not his “control” that creates followers; it is the authority which he or she develops with people that will create followers. Herb Keller, former CEO of Southwest Airlines said it best... “Never had control, don’t want control.” For the leader, authority to lead is granted by his or her followers who make a choice to submit themselves to the leadership being provided. Thus, authority is granted by followers, not taken by leaders.

So, again I ask, what is authority?

· Authority is a respected and achieved influential station among people. Authority is given to you by those who hold you in high-esteem. It is based on their personal insight into your character. It is granted to you based on what you do and how you do it, what you say and how you say it, and how you behave. When you as a leader are gifted authority from followers, submission to your leadership is granted to you by those who are willing to follow you.

· Authority results from who you are as a person. For instance, when my personal perspective of a person reaches a high plateau and I have developed a relationship of respect and trust with that a person, I may grant them authority. In essence that means I submit a small piece of myself to them. This is done in an emotionally healthy manner and it allows me to listen to their advice, to be open to their feedback, and to follow them as a leader. This is not something demanded by the other person but, to the contrary, it is granted by me.

· Authority results from behavior. You are what you do, nothing more and nothing less. Do not be confused here, people comply everyday with those wielding power. Many of those people have no business being trusted in a leadership position. If your behavior is that of a power broker you need to realize that you may be the boss, but you will not be the leader. There is a difference!

· Authority opens the door to achieving true leadership. Not having authority equals to not having followers. Further, lack of authority severally hampers pure leadership ability. Authority is the merger of knowledge, wisdom, behavior and experience culminating together in a leader for the common good. People see this, people submit to it, and follow it.

You will recall that a few lines back I wrote that authority is not power. Now I will say that there is nothing further from the truth. Authority results in power. This authority-based power results in a healthy, non-destructive power that gives or grants a person a license to lead. Personally, when I grant someone authority in my life I grant them the power to lead me. I do this because I trust and respect them. I will follow them, even into the most uncomfortable circumstances or decisions.

“Danger Will Robinson - Danger”

You may recall that line from the old television series “Lost in Space.” I often picture that silly robot following me around and stating in his monotone-droid voice – danger Ron Morrison – danger. If you don’t get anything else from this article get this; if those around you have granted you authority, know that there are limits to your authoritative reach. Let me write that again, there are limits to the reach of your authority.

There is significant danger in what I call presumed authority.

Presumed authority looks like this... say you are the CEO of a large organization. You have developed authority with those closest to you. Your immediate team sees you as a person deserving authority. They grant it, you receive it, and now you are off and running as leader. They support you because they want to, not because they have to. They trust you because you are trustworthy and because you do not play games. They respect you because they can depend on you to do the right thing, even if it hurts. In fact, you are effectively leading your organization to new heights every day.

Now enter the idea of presumed authority. You reach the conclusion that since you have achieved authority within your immediate team, the entire organization holds you in the same esteem. And here is the flaw of presumed authority; you, the leader, make the assumption that your authority is trickling down to others outside of your team. So often this is a failed assumption. The reality is that decisions, actions and results are trickling down. I assure you that even if you are a CEO that has been granted authority by those closest to you; the authority you have been granted does not trickle down. I also assure you that people who are a tier or more removed from you as a leader may never grant you the authority you need to lead your organization. Authority simply does not trickle down.

Now I realize many of you reading this are leaders and may be thinking “well Ron, I have known this all along.” So I ask, really? Have you really known this? Do you behave as if you get this? What would your front line or middle management personnel tell me?

If your organization:

· Has noticeable amounts of fear and anger,

· Or, is not allowed to deal with emotional issues and emotional connectivity,

· Or, is needed to be told they lack submission to leadership

If your closest advisors:

· Are telling you that people in your organization “just don’t get it,”

· Or, they seem to have lots of smiles, giggles, and great news and feel bad for those who aren’t happy,

· Or, shield you from front line leaders and managers,

· Or, feel the need to protect you,

· Or, are willing to do what you ask without QUESTION, even knowing it will hurt the organization,

Then it is my belief that you don’t get this. Period – dot – the end!

So what does all this mean? What do you do with that information?

Simple, understand that each leader in your organization and on your team must earn and be granted authority by those who are subjected to their leadership. If your team is not capable of earning the trust and authority of those they lead, your authority as a leader is not only in question, it is in jeopardy. WHY? Because you are perceived as placing them in their position and blessing their work.

The authority of the CEO, the Grand Pooh Bah, the company President, or the Chairman of the Board is 100% limited to his immediate circle of influence. In order to extend authority-based leadership throughout an organization each person in your circle must become an ambassador of authority for both themselves and you. If there are people holding leadership positions in your organizations that are not leading by the permission of the followers, they are not leading, they are managing. And if there are people holding leadership positions in your organization that are acting as power brokers, your credibility is in jeopardy and your ability to truly lead is non-existent, after all, the perception is that you placed them in the position of power they hold.

Hypocrisy, the killer of authority

So, how does hypocrisy tie into all of this? It is a pretty simple concept. It looks like this – I say to you – “don’t yell at your people and make sure you treat them fairly” and all along I am yelling at my people and treating them like garbage. It could also look like this; I tell you “make sure you are on time to work, we don’t want lost time” and I spend time at work on small personal issues wasting the same amount of time you do being late. It may also look like this, I post a company mantra and tell you “we hire the best, brightest and most talented people we can find” and then I allow slackers to rule the roost. It may also look like this, I fire people on the front line for stealing a sandwich and I let executives “off the hook” for stealing thousands. In essence, it is me expecting one thing from others while I do something completely different toward that expectation. And no doubt, the people that do this believe they have every right to do it!

So how does hypocrisy kill authority? Simple, hypocrisy is the most blatant display of power that exists. It cries out that “I am exempt from what I ask of you.” Thus, I have the power to what I please and I do not need your respect, trust or grant of authority because I am above all of that!

Power... the root of Hypocrisy

Many leaders with whom I work or coach often confuse the concept of authority with that of power. Authority is the result of who you are; power is the result of taking control. There is a difference.

It is the quest of power that leads to hypocrisy. And it is the behavior of hypocrisy that kills authority. Read that again.

I realize that this may be hard to process. Think of it like this, I write a policy for the organization. A few weeks pass and I come face-to-face with that policy. I realize that I have choice, I can uphold the policy for myself OR I can serve myself by avoiding it. Once I make the choice to serve myself, even if no one is looking, even if no one knows immediately, I am a hypocrite.

Now I realize that the decision to exempt self from a simple policy can be rationalized, justified, and identified as necessary to the common good, but none the less, I am hypocrite. So here is the greater question I must face; why I would I do that? Why would I apply a policy, rule, guideline or social standard to someone else - yet when faced with the application of the same policy to me I want to circumvent it? Is it because I am better? Is it because I know more? Is it because no one else understands the demand of what I do? Is it because I am the big boss? Or, is it because I have the power to do so?

Once a person holding a position of leadership reaches the conclusion that they can exercise power to serve themselves they are in severe danger of losing any and all authority that has been granted to them by others. No matter how true the rationalization or the justification may be for the action of hypocrisy, it kills authority.

The root of hypocrisy is the desire of power. It is doing what you are doing because you can. And that is power!

The Value of Authority

Can you put a value on authority? People both need and want to grant authority to those who lead them. While hypocrisy and authority have been the failing points for many leaders throughout the course of history, it seems that many leaders do not pay attention to lessons learned from those blunders. In my limited experiences I have seen it over and over, again and again – authority sacrificed in the name of profit, political correctness, personal appearance, public relations etc… The most damming of all is that I have seen it for the purpose of personal gain, political aspiration and social achievement both inside and outside of a given leader’s inner circle and organization. And yes, I have even seen it in spiritual settings.

Authority is a leader’s greatest need. It is a foundational cornerstone to leadership. For me, it is authority that allows me to ask people to follow me toward new ideas and concepts. It allows me to ask people to stick with me during hard, uncertain, uncomfortable, or changing times.  It allows me to break bad news and have it received without a devastating impact on the entire organization.  Simply put, it must be cared for and nurtured.

It is my belief that authority is achieved – 100% - through your character and the perception of your character. Any break in my character chisels at the authority granted me by those I lead. In essence, authority is achieved through character!

Deadly Mistakes

Fill in the blank - perception is ________. Too often leaders lose sight that perception is very much indeed reality. Just the mere appearance of hypocrisy is just as deadly as hypocrisy. Leaders must make every effort to avoid the appearance of hypocrisy and abuse of power. Whether you are a frontline supervisor, middle manager, or the CEO – you must continually cultivate and grow your authority with those you lead. The following is a list of behaviors I have observed that lead to loss of authority:

Lack of Integrity

Integrity is the gateway to authority. There are several ways that integrity is broken resulting in severally diminished authority.

· Connect what you say with what you do. This is the concept of walking the talk. Leaders are constantly under scrutiny for simply doing what they say they are going to do.

· Keep your promises. When a leader fails to keep promises, they are viewed as near sighted and non-caring. Even the simplest promises must be kept. If you cannot deliver, don’t promise.

· Honor your commitments. A commitment is your word. It your yes and it is your no. If you make a commitment, honor it. A leader with authority manages his or her schedule so that commitments are held and honored.

· Hold yourself and others accountable. Accountability is a lost art. There are ways to hold both yourself and others accountable without “beating yourself up” or demoralizing another person. The scary part is, people may not like you if you hold them accountable... and that is about them! If you do not know how to do this effectively, call me.

· Be honest. Honesty is beyond telling the truth. Being honest means that you are free from deception. A white lie is a lie. A bend in the truth TO PROTECT THOSE WHO JUST DON’T GET IT is a bold face lie. There is no dance around this...

· Use your influence. Authority is created daily, not in a day. Influence is key critical in developing authority. Use your influence to achieve your goals.

· Make decisions. Right or wrong, make decisions. Own them. Own the outcome. Make more decisions.

The Flipside…

Now consider this, on the flipside of integrity is the cornerstone of authority. It is integrity that creates authority, a foundational cornerstone of effective leadership. It is this cornerstone that I believe creates not only effective leaders, but exceptional leaders. Keep in mind that many people who hold leadership positions do not posses these cornerstones. Hence, there are discrepancies amongst marginal, good, great, and exceptional leaders. In my estimation, the exceptional leader is the one who has all of the cornerstones serving as a foundation to their personal philosophy and behavior. I assure you, if the cornerstone of authority is compromised, both leadership effectiveness and exceptionality will be negatively impacted.

What if...?

So Ron, all of this sounds great but what do I do if I have diminished my authority and not maintained my person integrity? Well – this is a challenge – but – not one that cannot be met. The question you must answer is this; “Am I willing to take true ownership – without rationalization or blame toward others - for times when I have failed to maintain my personal integrity and build authority?” If the answer is yes, then consider these actions:

· Admit when and where you have been out of integrity

· Admit you have made mistakes

· Make necessary apologies and ask for forgiveness

· Commit to maintaining personal integrity and rebuilding trust

· Allow others to hold you accountable to your word

· Change your behaviors

As I close this article I am going to challenge you to consider a few thoughts about both the killer named hypocrisy and the cornerstone named authority. Reflect on each of the statements below. Notice that your answer choices are limited to “yes or no.” I have presented it in this manner because there is no place in exceptional leadership for words like “sometimes” or “often” or “not sure.”

I connect what I say with what I do.	Yes – No
I walk the talk.	Yes – No
I keep my promises.	Yes – No
I keep my word.	Yes – No
I keep my commitments.	Yes – No
I hold myself accountable.	Yes – No
I hold others accountable.	Yes – No
I am honest.	Yes – No
I make decisions.	Yes – No
I admit mistakes.	Yes – No
I apologize when I am wrong.	Yes – No
I am trustworthy.	Yes - No

Now that you have considered these about yourself… ask these questions about each statement above:

· What do my peers say about these statements?

· What do those I lead say?

· What do my friends say?

· What does family say?

· What do people I do business with say?

· Consider journaling your thoughts down as journaling is a terrific tool for improvement.

As always, if you or your organization needs help with these ideals or principles, operators are standing by and I am a phone call away!