{"id":1596,"date":"2013-08-02T10:43:15","date_gmt":"2013-08-02T15:43:15","guid":{"rendered":"http:\/\/kbicblog.com\/blog\/construction-recruiter\/?p=1596"},"modified":"2013-08-02T10:43:15","modified_gmt":"2013-08-02T15:43:15","slug":"aristotles-guide-to-virtuous-leadership","status":"publish","type":"post","link":"https:\/\/kbicblog.com\/construction-recruiter\/blog\/aristotles-guide-to-virtuous-leadership\/","title":{"rendered":"Aristotle&#8217;s Guide to Virtuous Leadership"},"content":{"rendered":"<p><a href=\"http:\/\/kbicblog.com\/blog\/construction-recruiter\/files\/2013\/08\/aristotle-success-large.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-medium wp-image-1597\" alt=\"aristotle-success-large\" src=\"http:\/\/kbicblog.com\/blog\/construction-recruiter\/files\/2013\/08\/aristotle-success-large-200x300.jpg\" width=\"200\" height=\"300\" srcset=\"https:\/\/kbicblog.com\/construction-recruiter\/files\/2013\/08\/aristotle-success-large-200x300.jpg 200w, https:\/\/kbicblog.com\/construction-recruiter\/files\/2013\/08\/aristotle-success-large-682x1024.jpg 682w, https:\/\/kbicblog.com\/construction-recruiter\/files\/2013\/08\/aristotle-success-large-700x1049.jpg 700w, https:\/\/kbicblog.com\/construction-recruiter\/files\/2013\/08\/aristotle-success-large.jpg 1067w\" sizes=\"auto, (max-width: 200px) 100vw, 200px\" \/><\/a><\/p>\n<p>Diversity is finally getting beyond discussions of race and gender to include experiences, talents, and ways of thinking. I\u2019d like to add another type of diversity to the conversation \u2014 virtues. More than 2,500 years ago, Aristotle \u201ccreated\u201d the Virtues as a guide to leading a \u201chappy life.\u201d They still hold true; that\u2019s why they\u2019ve lasted this long!<\/p>\n<p>Look at your organization, your teams. You see people with a mix of traits; some are very courageous, others conservative; some live and breathe customer delight, others obsess with operational excellence. These are examples of the classic virtues \u2014 the Greek four of courage, justice, prudence and temperance, and the Christian three of faith, hope and love (or charity). Let\u2019s define them and see how having a diversity of virtues can apply in your organization and your teams to help you grow.<\/p>\n<p><strong>Courage<\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: It takes courage to challenge the status quo, to try something untried, to propose unprecedented solutions. Most disruptive innovations (products, services, supply chain, operations, management) take a lot of courage. Courage recognizes opportunity and leads change while managing risk (smart risk).<\/li>\n<li><strong>Application<\/strong>: Do small, quick experiments, prototypes and tests, refine and do it again and again to discover the best solutions. This way, you mitigate risks rather than avoid them so you can learn from failure and have the courage to experiment-learn-apply iteratively. This means you and your culture accept smart failures and move forward.<\/li>\n<li><strong>Who?<\/strong> This shouldn\u2019t just be marketing or R&amp;D. Who on your team is courageous? In what ways? Does the team (and you) listen or dismiss them? Do you have a process for mitigating risk that doesn\u2019t squash innovation? Do you have enough courageous people to do what you need to do?<\/li>\n<\/ul>\n<p><strong>Faith<\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: Faith equals trust, which is based on our experience, on promises kept. It is increased with authenticity and honesty. It assumes worth (value) and worthiness (valuable) is aligned. Is Google\u2019s market cap based on its computer servers and communication networks or on its algorithms, people, corporate culture and the belief, based on past experience, they will continue to produce worth, value.<\/li>\n<li><strong>Application<\/strong>: Faith is your people\u2019s trust in you and your customers\u2019 trust in your brand. The entire customer experience, hence your whole organization, has to live up to that trust. It means you are transparent, you align resources to truly delight your customers and you are accountable and responsible.<\/li>\n<li><strong>Who?<\/strong> Who do you trust on your team? And who trusts each other, at all levels? Why are they trusted? How can you model that? Fundamentally, every single member of your team, your organization should be trustworthy \u2014 this is a virtue that all should embrace!<\/li>\n<\/ul>\n<p><strong>Hope <\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: Hope is tied to faith. <a href=\"http:\/\/blogs.hbr.org\/cs\/2012\/10\/hope_is_a_strategy_well_sort_o.html\">Hope looks ahead to the future and is rooted in facts, not fantasy. It balances the possible with the probable<\/a>. Hope is based on experience, learning and application, so there must be freedom to fail. Learning from failure helps determine fact from fiction.<\/li>\n<li><strong>Application<\/strong>: Hope is realized how you innovate \u2014 how you get ideas into the pipeline, vet them, test them and support the people involved. There are many tools for doing this, including giving people time to imagine, dream and try. The more \u201cat bats\u201d you have, the more chances of getting all the way around and back to home plate. It\u2019s about best practicing, not best practices.<\/li>\n<li><strong>Who?<\/strong> Just as faith, ideally all your team members should have and give hope. How many people on your team say \u201cYes, and\u201d instead of \u201cYes, but\u201d or an outright \u201cNo\u201d? This is not to imply we don\u2019t question and analyze (which we will see with temperance and prudence).<\/li>\n<\/ul>\n<p><strong>Justice <\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: Justice is the difference between fair and equal. Justice also applies the triple bottom line to innovate solutions that are meaningful and effective and preserve the environment \u2014 think of Patagonia, Toms of Maine, and Whole Foods. This directly affects your brand\u2019s reputation.<\/li>\n<li><strong>Application<\/strong>: Justice directly gets to compensation. Do you reward your people fairly or equally? This affects morale, productivity and the customer experience. Justice also means that having the right doesn\u2019t make it right. Justice asks you to look at things from your customer\u2019s perspective, not from your own. Do the ends justify the means? Justice accounts for your organization\u2019s total impact \u2014 on people, planet and profits; on leaving things at least as good as you found them.<\/li>\n<li><strong>Who?<\/strong> This is not just an HR issue. Who on your team thinks holistically of the impact of their area on other areas of the business? Are there structural\/organizational inhibitors to acting justly?<\/li>\n<\/ul>\n<p><strong>Love <\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: Aristotle defined love in 3 ways: Eros (passion), Philos (friendship) and Agape (sacrifice, servant leadership). Think of \u201cVoice of the Customer,\u201d \u201cVoice of the Employee,\u201d and \u201cVoice of the Community.\u201d Passion is exhibited through excellent customer service (e.g., Zappos), social capital and servant leadership.\u00a0 Love is all about creating and sustaining authentic customer value.<\/li>\n<li><strong>Application<\/strong>: Eros is a passion for delighting your customer all the way from how they find your stuff, order it, get it, deal with customer service, unpack it, install\/use it and potentially get rid of it (which ties into justice!). Philos is how you treat your employees and your suppliers \u2014 with respect, honesty and the freedom to take risks to better the business and delight the customers. Agape is how you lead \u2014 is it about you or about the \u201cother\u201d?<\/li>\n<li><strong>Who?<\/strong> This isn\u2019t just sales! What are your people\u2019s passions? Are they aligned with their jobs? Are your team\u2019s passions varied enough to compliment each other or are they so focused on one area that others are neglected?<\/li>\n<\/ul>\n<p><strong>Prudence<\/strong><\/p>\n<ul>\n<li><strong>Definition:<\/strong> Prudence is about empowering people so the organization is agile and adaptable. This affects who and how you hire, train, develop and free your talent. It means you balance short, medium and long terms. It\u2019s about assessing outcomes <em>and <\/em>outputs and can require courage. Prudence means your people know, and can impact, the processes and rules of the road and knowing \u201cwhen to hold \u2018em and when to fold \u2018em.\u201d<\/li>\n<li><strong>Application<\/strong>: Prudence gets to your decision-making process. Do you look at the bright spots (what\u2019s working) as well as the dull spots (what\u2019s not working) and ask why and why not? Do you align your people\u2019s strengths and passions with their responsibilities as best you can? Apply lessons from the past without imposing them on the future. Do you question the underlying assumptions and validate them?<\/li>\n<li><strong>Who?<\/strong> Who on your team is prudent? Are they in a decision-making position, guiding direction? Are they free to question assumptions without being dismissed?<\/li>\n<\/ul>\n<p><strong>Temperance<\/strong><\/p>\n<ul>\n<li><strong>Definition<\/strong>: Temperance is Greek for \u201cthe middle way,\u201d moderation, balancing competing interests. It applies to work-life fit, stakeholders, team\u2019s diversity, policies for consistency but not constraint, long versus short term and accountability versus authority.<\/li>\n<li><strong>Application<\/strong>: Temperance gets to how you give your people the freedom to perform excellently <em>and <\/em>have a life. It\u2019s about balancing accountable and responsible with the authority to act. It is demonstrated in your innovation processes. How well does your organization balance competing interests? What are your barriers to temperance? Do you give your people the time and space to innovate and learn?<\/li>\n<li><strong>Who?<\/strong> This shouldn\u2019t just be the CFO and the use of a <a href=\"http:\/\/en.wikipedia.org\/wiki\/Balanced_scorecard\">balanced scorecard<\/a>. You need people with temperance to balance the passion for customer delight with sustained profitability to continue to delight! As for work-life fit, your team is the role model for the organization.<\/li>\n<\/ul>\n<p>This isn\u2019t a numbers game \u2014 you don\u2019t need to make sure you have each virtue on the team and you may have more of one than the other. Take a project your leadership team is involved in and identify what virtues are most critical to the project\u2019s success. Identify how to turn that into action for each member of the team without personalizing it.<\/p>\n<p>Source: <a href=\"http:\/\/smartblogs.com\/leadership\/2013\/08\/01\/21st-century-leadership-learnings-from-2500-years-ago\/\">http:\/\/smartblogs.com\/leadership\/2013\/08\/01\/21st-century-leadership-learnings-from-2500-years-ago\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Diversity is finally getting beyond discussions of race and gender to include experiences, talents, and ways of thinking. I\u2019d like to add another type of diversity to the conversation \u2014 virtues. More than 2,500 years ago, Aristotle \u201ccreated\u201d the Virtues as a guide to leading a \u201chappy life.\u201d They still &#8230;<\/p>\n","protected":false},"author":6,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"image","meta":{"ngg_post_thumbnail":0,"footnotes":""},"categories":[1],"tags":[221,223,186,142,222],"class_list":["post-1596","post","type-post","status-publish","format-image","hentry","category-blog","tag-aristotle","tag-be-the-change","tag-kayebassman","tag-leadership","tag-virtues","post_format-post-format-image","column","twocol"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Aristotle&#039;s Guide to Virtuous Leadership<\/title>\n<meta name=\"description\" content=\"Take a project your leadership team is involved in and identify what virtues are most critical to the project\u2019s success. 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