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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
public action. Rather than turn the predatory priests over to the authorities,
they simply transferred them from parish to parish, enabling these disturbed
adults to continue their molestations. They extended this same veil of pro-
tection to homosexual priests who had abused teenage boys. The crisis came
to a head in the Boston archdiocese in early 2002, when it became public
knowledge that Cardinal Joseph Bernard Law had been a prime mover in
protecting some of the most heinous of these pedophiles. Law’s actions
demonstrated that the Church was more concerned with protecting its own
than in ministering to its victims. Only after repeated badgering from the
media did Law and other members of the Catholic hierarchy acknowledge
how hurtful they had been to the victims of abuse. Law ultimately resigned
under great pressure.
Similarly, we have witnessed another spectacular fall—that of the
celebrity CEOs who placed their own well-being above the well-being of
their employees and their shareholders. To be sure, the overwhelming major-
ity of CEOs are decent and trustworthy, but the examples of John Rigas at
Adelphia, Dennis Kozlowski at Tyco, and Bernie Ebbers at WorldCom cast a
negative light on all business executives. Their excessive greed cost share-
holders billions.
These negative examples, however, did have positive outcomes as a result
of the news coverage of the scandals. A more informed Catholic laity insisted
on zero tolerance for abusers. A more informed investment community
insisted on stricter standards of corporate governance. The effectiveness of a
leader depends upon the trust of those who follow. Leadership communica-
tions reinforces that bond on a regular and frequent basis. So what can you do
to ensure that you live your message?
As an executive, you must conduct yourself for the good of the organi-
zation and make choices that are right for employees, for suppliers, and
for shareholders.
As a professional (e.g., physician, attorney, or accountant), you must
embody the principles of your trade and treat people fairly and honestly.
As a teacher or coach, you must set the rules and enforce them for
everyone for whom you are responsible.
As a parent, you must live for your children, doing what you can to pro-
mote their physical, mental, and spiritual development.

You can think of many more examples for yourself, but what it comes
down to is this: Walk the talk. Lead by example.