Page 105 - Leadership Lessons of the White House Fellows
P. 105

THE LESSONS

                 When Admiral Chuck Larson was a young officer, he could have bent
             his principles a little and rationalized to himself that following a direct order
             from a superior officer was the key to advancing his career and helping his
             organization advance, but he didn’t take any shortcuts where his integrity
             was involved. Admiral Blair could have followed the leadership philosophy
             of a new administration in Washington even though he disagreed with it in
             order to be considered for Chairman or Vice Chairman of the Joint Chiefs
             of Staff, but he chose to be an authentic leader and accept the consequences.
             When Jane Cahill Pfeiffer became one of the most powerful businesswomen
             in the country as the head of NBC, with all the business perks and income
             potential associated with that position, the easy path would have been to
             downplay the allegations of wrongdoing, circle the wagons, and defend the
             organization. In the case of the U.S. attorneys, Iglesias was on the fast track
             to the governor’s office and McKay was one of three finalists to become a
             federal judge for life. The easy path to fulfill their ambitions would have
             been to bend a little by using their power to benefit the individuals who
             could secure their futures. All five—Larson, Blair, Pfeiffer, Iglesias, and
             McKay—were in an enviable position of power, yet they made the decision
             to do the right thing and let the chips fall where they might. Larson, Blair,
             Pfeiffer, Iglesias, and McKay understood that if you’re in a position of power
             and cannot walk away from it, you have no power.
                 When you say only what others want to hear, you’re not helping the
             organization you’re in. It’s like being the lookout on the Titanic. You’re not
             doing yourself or the company any good by shouting, “All clear ahead,” as
             the iceberg looms ominously on the horizon. By acting with honor and
             integrity, you build trust with your followers. The actions of great leaders
             are consistent with their words. Saying the right thing doesn’t mean much.
             Doing the right thing means everything when you want people to follow
             you passionately.















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