Being Principled is more than having Principles
Jane answers a great question:
- Is being principled the same as having principles?
No!
Being principled and having principles are neither equal nor equivalent.
Let me explain.
Those who have completed the Alpha Programme will appreciate that I am diving into the deep end of the Influential Leadership System, but I hope the framework below will be enough for those not yet familiar with influential leadership.
Also, those who have been receiving the Leadership Weekly Notes for a while will recall that in May and June 2023, we did a series on the Influential Leadership System’s Eight Behavioural Attributes. The one on being PRINCIPLED was distributed on 22 May (edition #2123).
The Influential Leadership System has an inviolate arrangement of eight primary elements as set out in the infographic above.
Each primary element has its defining character and, in some instances, sub-elements with their particular character.
Imagine these elements and sub-elements as analogous to a healthy human body, or a perfectly functioning mountain bike. There are many parts that comprise the system, while the system is also greater than the sum of the parts.
So, we have the founding philosophy, on which the principles are formulated and they in turn give expression to our behavioural attributes.
Our eight principles are our guiderails that keep us on track. Activists will recall our analogy of train rail lines that keep the carriages on the rails even on the bends…
The principles are mental constructs—notions like leadership being a choice.
The behavioural attributes are where we see the traction happening—the interface between the Influential Leadership System and the world (external systems) through leadership moments.
A way to think about the interface between leadership and leadership moments is the grip (the traction, the contact) between the tyres of my mountain bike (behavioural attributes) and the surface I am cycling over (circumstances).
The surface (circumstance) changes as I ride. Asphalt. Gravel. Loose shale. Sandy stretches. Grass pods. Boulder strewn outcrops. Mud. Flat, descents and ascents.
And the weather…Sunny. Cold. Calm. Windy. Rain. Maybe dark. These are the external conditions.
The behavioural attributes (tyres making an impression) are the visible manifestation of our philosophy and principles—we can see what a person does, and how they do things—no matter the circumstances and conditions.
The tyres keep rolling, they keep traversing opportunities and obstacles.
This is where we get to BEING PRINCIPLED.
Yes, we may have principles that we can refer to; that we might say we have, but do we apply them?
Are our behaviours based on principles first and last, or do we succumb to other forms of agency, especially when under the pressure of big moments?
We see people who say they have ‘principles’ quickly toss them overboard when it suits them, relying instead on expediency, culture, patronage, beliefs, emotions and the like.
Having principles is thus not necessarily being principled.
Read Jane’s words again in the opening infographic.
Let us test the attribute of being principled with the example offered by Jane Eyre in her response to Rochester.
Jane places her principle of moral integrity above her intense feelings and emotions. Despite her sense that Rochester is the first (and might be the last) person to truly love her, she is unwilling to compromise her sense of honesty and self-respect. She is unwilling to be his mistress.
Our love lives—our human relationships—are the most emotion-filled circumstances we ever face. It is easier to apply our principles when we think about a career choice, a new job, moving house, or buying a car, than in the heat of our hearts.
Yet, this is what Jane did.
This is what being principled means.
Despite the world being turned upside down, despite what other people might be doing, despite the circumstances—what do we do?
The Influential Leadership System has its inviolate principles. What Influential Leadership requires is that we apply them as behavioural attributes, regardless of the circumstances.
Laws and principles are not for the times when there is no temptation:
they are for such moments as this, when body and soul rise in mutiny against their rigour; stringent are they; inviolate they shall be.If at my individual convenience I might break them, what would be their worth?
They have a worth – so I have always believed…
There is no doubt that choosing to be an influential leader is a leadership moment in its own right.
It is a big deal.
The great news is that we each have that choice—influential leadership is democratic, it is for all who choose to lead.
Last week’s Note reinforced the principle that leading is a function of our choice, not our birthright.
This week, always, be like Jane—say no to Rochesters and yes to choosing your principles, and living by them—be principled.
Regards,
Colin @ Karoo
Influential Leaders are Principled!
Leadership Weekly Note: 3723. 110923
e: colind@karoo.world
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