Tag Archives: maximal benefit

3-Dimensional Leadership

In the discussion around leadership, a good deal of attention is given to behavioral, ethical, and relational qualities that effective leaders possess and demonstrate. Great books and programs on excellence in leadership are abundantly available, and some of us are retrieving them from the shelves just now when good leaders seem harder to find. I recently coined a term – “Trumpence” – which I define as doing whatever it takes to put yourself first. Most of us would probably agree that putting yourself first is not the highest and surest mark of genuine leadership.

What makes a leader? Are leaders made? Or is leadership more about the auspicious timing between a situational vacuum and the right set of talents, vision, courage and determination in someone who senses in it a calling to make a difference? Can a society cultivate leaders from among its membership, or does it have to wait, more or less passively, for them to rise up of their own accord?

Human beings carry the genetic instructions for living creatively, courageously, and compassionately – a combination of virtues (not mere moral values but productive powers of life) that I equate with that otherwise elusive idea of the human spirit. In our nature we hold the potential to be aggressive or sympathetic, sensitive or willful, reactive or tolerant, observant or intrusive, curious or intuitive – or I should say, more or less these things, as each pair constitutes a spectrum of possibilities for expression.

In this sense we might say that an individual is a ‘born leader’, meaning that he or she seems to be a product of nature, a gift for our times from the generative depths of our species. The above-named traits are not inventions of culture but endowments of nature that nevertheless can be ‘nurtured’, shaped, or suppressed by social conditioning.

It’s helpful to distinguish between temperament and personality when it comes to leadership. Whereas temperament refers to an individual’s genetic inheritance (the various spectra of heritable traits), personality shifts our attention to the social project of ego formation. From the Latin persona, personality refers to the unique way that one’s temperament is filtered through the restraints, bypasses, and outlets of behavior deemed appropriate by society. What we see in a newborn is not personality but temperamental expressions, and from the very beginning we are shaping what gets expressed, and how much, through the mechanisms of social feedback.

Gradually what emerges from all this social conditioning is a separate center of personal identity, also known as ego. A human being has been formed into a cooperative member of the tribe, a ‘somebody’ who both fits in and stands out in appropriate degrees. As products of social engineering, leaders are fashioned and appointed to positions in society where they are needed. It stands to reason that times of strife and hardship might motivate the social selection and reinforcement of genetic traits that make for more aggressive, willful, and intrusive leaders – those who will ‘take the lead’, overcome obstacles, and defeat enemies. When they are effective and successful, we honor and celebrate them as tribal heroes.

So far, we have considered two dimensions of leadership: temperament and personality, genetic inheritance and social conditioning, natural endowment and cultural instruction. A good part of the contemporary discussion on leadership stays between these two horns of ‘nature versus nurture’. Are leaders born or are they made? Both ‘born and made’ seems the right answer, but there’s another dimension we need to consider.

In many posts I have argued that the formation of a separate sense of identity can either be our neurotic end or the critical passage to our fulfillment as a species. As long as ego remains inside the cage of tribal expectations and orthodox convictions, an individual cannot attain to that level of personal maturity named ego strength. This is where a stable and balanced personality, unified under the confident self-possession of a fully-formed ego, is finally capable of taking creative authority in his or her own life.

Two-dimensional leaders are functionaries of the social order, performing in roles that the tribe deems necessary. They aspire to be heroes, or at least recognized by others for their praiseworthy performance. Awards, promotions, honors, and degrees are just the social conditioning they need to persist in their efforts. Many aspire to be role models for up-and-coming leaders, demonstrating excellence in their field.

With the rise to creative authority, an individual begins to live out of a higher center. Not only natural endowment and cultural instruction, but self-determination increasingly becomes a driving force in how he or she lives. Before we explore what is unique to this third dimension of leadership, I need to qualify the idea of character.

I am using the term in its narrative sense, as when we speak of a character in story. In my post Personal Myth and the Anatomy of Character I identified four traits of a strong narrative character. Grounding refers to the degree in which a character seems to belong in the narrative setting rather than hovering above or merely drifting through it. Memory is how consistent a character is through the scene sequence of a story. Integrity is a spatial equivalent to memory, referring to the way a strong character holds its identity across different situations in the narrative. And a fourth trait of character in fiction, volition, identifies the extent to which action proceeds from its own center of will instead of just happening in reaction to circumstance.

Narrative characters who possess grounding, memory, integrity and volition are not only strong elements of great stories, they are what we find most interesting. What I call creative authority is essentially the ‘rights of authorship’ that an individual must eventually assume in composing his or her personal myth: a story of identity, meaning, and purpose.

The developmental achievement of ego strength is the leading indicator of an individual’s readiness to assume this authority. This is the point where 3-dimensional leadership begins, as the individual makes choices, takes action, and accepts responsibility for the life he or she wants to live.

We should keep in mind that just because a person may be acting in an apparently self-determined manner, a conceited, brazen, and undiplomatic character style almost always belies insecurities deeper down. Trumpence, in other words, is really an attitude of entitlement embrangled in an insatiable craving for self-importance. The counterfeit leader compensates his (or her) neurotic ego through self-inflation rather than transcending self in service to the maximal benefit of all concerned.

Our times call for leaders who are 3-dimensional: human beings who are socially attuned, whose intuition of wholeness and creative courage can inspire the highest in all of us.

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Posted by on March 18, 2017 in The Creative Life


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Becoming a Person of Influence

A video version of this blog post can be found here

Here’s the backstory:

You work in a company that manufactures technology goods for the public market. Your job entails oversight of product quality and safety, ensuring that the manufactured goods meet or exceed industry standards. Your product line is highly innovative, but other companies are rising fast and challenging your share of the market.

And here’s your challenge:

Across your industry, a decrease in auditing has led a number of your competitors to compromise on product safety in order to get their goods to market faster and make a quick profit.

You are a loyal employee, and the one who could approve a similar safety compromise in your company. Doing so would keep your company on the competitive edge and likely increase its annual earnings. Who knows?  You might even get a raise!

What values do you consider as you make your decision?

Which level of ethical deliberation holds the superior value and finally determines your decision and justifies your action?

The first level of ethical reasoning doesn’t really use much reasoning in making a choice. It is called Self-interest, and its primary value is in the pleasure, satisfaction, or advantage it brings to ‘me’ – as quickly and risk-free as possible. As the one faced with this challenge, your interest is the only one that counts.adam-smith

Individuals who make choices and take action on the values of Self-interest typically assume that others are choosing and acting on the same basis. They believe that deepest-down people are looking out for themselves and their own interests. The economist-philosopher Adam Smith put forth the theory that market competition among self-interested actors serves to strengthen and improve the economy, by eliminating those who lack ambition or who produce goods and services of inferior quality or at too high a cost.

The next level of ethical deliberation broadens the scope of concern beyond self-interest alone, to include the local groups, teams, classes and organizations in which individuals are members. At this level you understand that social endeavors in which individuals must interact and somehow cooperate for common goals require a set of rules for everyone to follow. The primary value at this level is in the success I can have as a player, employee, member, or citizen in helping my team be its best.

We’re used to thinking of Game Rules as the codes for “right” and “wrong” behavior in the field of sports. Each sport has its own set of rules, and anyone who wants to compete and succeed in a given sport must follow the rules. By definition Game Rules are known as conventions – not absolute laws that apply across all of life, but guidelines and consequences invented for the purpose of defining what it means to win and how to play fair.thomas-hobbes

Game Rules can be found across the social landscape – not only in sports and leisure games, but in school, business, and civilian life as well. Your first exposure to Game Rules was likely in your family of origin where you learned how to behave yourself, wait your turn, do your part, and take only your share. Following the rules doesn’t always mean that you get your way. But overall, when your team succeeds, so do you. The philosopher Thomas Hobbes believed that Game Rules, or what he called the Social Contract, are necessary in order to get self-interested individuals to cooperate and not destroy each other.

In addition to Self-interest and Game Rules as stages of ethical reasoning, a third level has to do with a standard of Moral Character. The primary value is in keeping my integrity and staying true to the person I want to be.

Integrity literally refers to the state of being whole, not falling to pieces or changing your values from one situation to the next, but remaining consistent in your Moral Character. A ‘character’ in story is a figure that may grow and develop as the narrative mlkprogresses, but whose core identity is consistent from one scene to the next.

In the same way, Moral Character holds to a standard of self-consistency – presumably as someone who is responsible, trustworthy, and committed to being a ‘good’ person. Understandably, this is also known as Virtue Ethics.

At this level, you are less concerned with how others view you than how you see yourself. In fact, an individual may refuse to play by the Game Rules because one or more rules violate moral values that he or she is committed to live by. An example from history is Martin Luther King, Jr., whose belief in racial equality and human rights motivated him to protest by civil disobedience the Game Rules of white privilege.

You have probably noticed how each higher level in ethical reasoning holds a larger context in mind. First it’s only you and your Self-interest. Next, you take into consideration the various groups, teams, and organizations you belong to, and the Game Rules that govern behavior inside them. With Moral Character the frame expanded still farther, to take in the longer view of your life and the responsible person you are aspiring to be.

So you may be thinking, Is it possible to expand the frame any farther? What else is there beyond me, the groups where I’m a jeremy-benthammember, and the moral core of who I am? One more level of ethical reasoning invites you to be mindful of everyone, anywhere, who could be impacted by your choices and actions. This concern over the ‘utility’ or usefulness of your action in producing consequences that matter is central to Jeremy Bentham’s ethical theory known as Utilitarianism.

At the level of Maximal Benefit, the primary value is in contributing to the health, happiness, and well-being of myself and all those affected by my actions. Me, but not only me. The groups, teams, and organizations I belong to, but more than these as well. An aspiration to stay true to my character as a moral being, but going beyond even that.

An ethic of Maximal Benefit takes into consideration the fact that nothing is really separate from anything else, and that what we call The Universe is essentially a complex system of relationships between and among countless individuals. Some of these individuals are like you, but a vast majority are very different from you. And yet you and they exist in a web of connections, actions, and consequences.

ethical-reasoningIn this diagram, the outer circle and lines projecting from the center are dashed and not solid, to signify an ever-outward expansion. If your action is thought of as a stone tossed into a pond, how far out does the outermost ripple go? If your choices and behaviors are affecting the larger system, what will the consequences be for other forms of life and the generations still to come? Really, how big is the ‘pond’ you live in?

Ethical development refers to your growing capacity for acting deliberately within an expanding horizon of values.

With ALL OF THAT in mind, what is the best thing to do in a given situation? What action will benefit the maximum number of stakeholders – all those who will be, are likely to be, or one day might be affected? That’s what is meant by Maximal Benefit.

Now let’s come back to the ethical challenge posed at the beginning:

Across your industry, a decrease in auditing has led a number of your competitors to compromise on product safety in order to get their goods to market faster and make a quick profit.

You are a loyal employee, and the one who could approve a similar safety compromise in your company. Doing so would keep your company on the competitive edge and likely increase its annual earnings. Who knows?  You might even get a raise!

What values do you consider as you make your decision?

Which level of ethical deliberation holds the superior value and finally determines your decision and justifies your action?

An ethic of Self-interest disregards any values that have no obvious and direct gain to you. Your decision will be determined by whether you feel that the personal payoff outweighs the risk of getting caught. If you can get away with it and there’s a chance for a pay-raise, then you will allow the safety compromise without much hesitation.

An ethic of Game Rules is most interested in rules and shared expectations governing your behavior. Your decision will be determined by a desire to play fair and help your team succeed. The dilemma is complicated by the fact that other companies competing with you in the bigger game called the Free Market are not playing by the rules. Even though safety standards have been in place for a while, perhaps the times are changing and your company needs to keep up.

An ethic of Moral Character strives to stay true to yourself by acting in a way that is consistent with your understanding of a ‘good person’. Your decision will be determined by this inner voice of conscience. One complication here has to do with the matter of whether one’s conscience is inherent to human nature or a product of social upbringing. To the degree that it is learned and reinforced by society, some individuals go into adult life without much of an inner moral compass.

An ethic of Maximal Benefit considers what effect your action is likely to have in the bigger picture and longer view of things. Your decision will be determined by a pursuit of greatest well-being. In the case of your decision over product safety standards, a possible salary raise, the competitive advantage of your company, and even whether or not a compromise would break your commitment to moral integrity are secondary to the bigger question of what consequences your decision might have farther out and later on for all concerned.


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