Challenges and expectation in leadership
Why standing up for what’s right isn’t always that simple. The other day I had lunch with a former colleague, who works at a company that is undergoing a major reorganisation. In this specific case it means old boss out, new boss in. Next step is “get me a list” and then it’s off to the chopping board to put it bluntly. And as I have experienced this a lot in my own career, it really got me thinking.
In times where loyalty is overshadowed by the need for change, leaders who uphold their values and integrity play a vital role in the transformation. Because every decision that needs to be taken shouldn’t be based solely on business rational, but should include human qualities. When faced with daunting tasks, (even) such as advocating for your team to a new boss, leaders must stand firm in their commitment to what’s right.
Unfortunately, reality often diverges from this ideal. Leaders or middle managers often find themselves in a situation of fear, where they believe the best way to survive the situation is to comply with directives. As a consequence, their position shifts from one where they could advocate for their team’s performance to one where they must justify each individual’s headcount.
The opportunity to create trust
Leaders who stand up for what’s right demonstrate integrity, courage, and a commitment to their values. This involves doing what is ethical and upholding moral principles, even when it’s difficult or unpopular. Leaders who prioritise doing what’s right create a culture of transparency, honesty, and accountability.
With this they inspire their tea, and take away pressure or ease fear that comes with any transformation or change of organisation.
I’ve always believed in standing up for what’s right. And I don’t take a “it’s difficult” for an answer – knowing that it can easily feel this way.
Examples of standing up for what’s right in leadership include:
- Speaking out against unethical behaviour
- Advocating for marginalised groups
- Making decisions based on moral principles
- Refusing to engage in illegal or unethical activities
- Prioritising the well-being of employees, customers, and stakeholders over profits
- Taking action to address issues such as discrimination, harassment, or inequality
- Supporting employees who report wrongdoing or unethical behaviour
When leaders stand up for what’s right, they inspire their teams to do the same. This creates a culture of trust, respect, and integrity, which can lead to better performance, higher morale, and increased engagement.
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