Before we begin to briefly explore some of the ‘Inner Dimensions’ of the Leader I invite us to pause and reflect a bit upon the tap roots that support, nurture and sustain the ‘Inner Dimensions.’ Consider, gentle reader, the following tap roots: core values, core beliefs, core guiding principles, core virtues, core vices, deep tacit assumptions, certain prejudices, stereotypes, and judgments, certain perceptions and views of the/my world and ‘entheos’ (the animating spirit that sustains us).
CORE VALUES: The leader brings with him/her a set of values. Some of these are open to compromise. Some are ‘positive’ (e.g. integrity) and some are ‘negative’ (e.g. greed). A few (perhaps 3-4) are ‘core values.’ A ‘core value’ is a value that to the best of my ability I will never compromise. There are philosophical and theological traditions that advocate (or is it ‘demand’?) that one NEVER compromises a value. I have never met a person who did not embrace at least two ‘core values.’ There are stories of folks during WWII who lied with integrity (their core value was integrity, not truth) in order to save others from the death camps. More recently there have been stories of folks who demonstrated (verbally and via their behavior) that a core value for them was greed. What is important for the leader is to discern his or her core values and to then ‘own them.’
CORE BELIEFS: Belief = ‘an opinion or a conviction.’ The leader has integrated a number of ‘beliefs.’ Again, a few of these are ‘core’ – that is, the leader will seek to hold these no matter what. There is the old adage: ‘Facts will not deter me from what I believe.’ Our core beliefs directly affect our relationships with others; in this case, the relationship of the leader with the led. Consider: If I am the leader and I hold a core belief that ‘People are not trustworthy!’ then how I lead might be dramatically different from the leader who holds a core belief that ‘People are inherently trustworthy!’ A belief, as we well know, does not have to be rooted in ‘reality.’ Again, my experience has taught me that it is crucial for a leader to become clear as to his/her ‘core beliefs’ – the one’s that will not be compromised. It is also crucial for the leader to publicly ‘own’ them. This can be a daunting challenge for the leader.
CORE GUIDING PRINCIPLES: There are ‘principles’ that we have integrated that literally ‘guide’ us along our way. Although they guide us we are not always aware of what they are for they operate outside of our consciousness. The leader has integrated principles that guide him/her as a leader. Sometimes we ‘espouse’ a guiding principle and are not consistent when it comes to following it. Again, a few of our principles become ‘core’ to us a humans and as leaders. There is frequently a direct correlation between our core values and our core guiding principles. For example, a leader might hold a core value of ‘integrity’ and a core guiding principle might be ‘I will act with integrity at all times!’ Consider that the more we compromise a guiding principle the less likely it is to truly be ‘core’ – no matter what we say or espouse.