It absolutely is possible to improve Return on Character (“ROC”) and raise your character reputation scores. Your character habits are just that – habits. And as such, they can be changed. We all have some personal experience in changing our habits. Sometimes it’s quite difficult, but it can be done.
We’ve isolated seven steps that work to improve your character habits:
1. Pop the Bubble
The first step you need to take to strengthen your character habits is to get real! We all live in our own “bubble” – our version of ourselves. Unfortunately, our view of ourselves is often wrong – we tend to believe our own press. Everyone rates themselves as having a strong character – we see ourselves as principled people.
“Real knowledge is to know the extent of one’s ignorance.” -Confucius
Be brutally honest with yourself. You have acquired your character habits because at some point in your life, they were very beneficial. But in all likelihood, some of the habits learned long ago are now more costly than beneficial.
“Being entirely honest with oneself is a good exercise.” –Sigmund Freud
The only way you’ll go the next step in changing your character is if you believe that the cost of your current habit outweighs the benefit. You must find the “fuel rod” that will energize you enough to acquire a new habit.
The important thing now is to write down what you’ve decided from your cost-benefit analysis. If you can’t write it down and provide a convincing argument about why you should change, you’re just living in la-la land. You won’t change anything about your character habits.
“If you do not write it down, you have a wish, not a goal.” -Steve Maraboli
Not too long ago, I was asked to give a talk about organizational culture and why it matters. Before I walked up to the podium, one of the attendees cornered me. He wanted me to know his strongly-held position. In an emphatic tone, he nearly shouted:
“Skip, cash matters, not culture, not character, not creativity! Cash is the only thing you can spend.”
How fortunate that my slides started with financials so I could demonstrate the power of culture change. But, what I wish I had was the book that crossed my desk a few weeks ago: Return on Character: The Real Reasons Leaders and Their Companies Win. In the most comprehensive study of its kind, Fred Kiel reveals the research that proves that good character wins. We discussed his findings at length and I know many organizational leaders will want to study the results.
“Character is the tree. Reputation is its shadow.” -Lincoln
Tell us just briefly about your study and its methodology. Where did you get the idea, how many CEO’s were involved, etc.?
In 2005 I and my co-author, Doug Lennick, published a book entitled Moral Intelligence in which we claimed that highly principled leaders obtained better long-term business results than leaders who were not so principled. The book has done very well, but shortly after it was published we received some pushback. One person said, “Fred, I know you like all of this soft stuff. But let me give you a little lesson in economics. The business model is what creates value. If a business is profitable and makes a lot of money, all that culture stuff will come along with it. And if it doesn’t, that’s not a big deal as long as management stays legal. What you talk about is just icing on the cake. It’s nice but not necessary. And, besides you don’t have any hard data to back up your claim.”
This really got to me. He was right about me not having any data to back up our claim that character matters – and that became the call to action for our study.
Over the next seven years we signed up 121 CEOs and their senior teams to participate. Eighty-four completed the study, so we have complete data sets on these 84 CEOs, their senior teams, and their organizations. Over 8,500 randomly selected employees completed our surveys about these CEOs and their teams. We have nearly one million separate data points in our research base. This is the largest study of this kind to date.
4 Universal Character Habits
How do you define character in the Return on Character (ROC) matrix?
We scoured the cultural anthropology research and discovered that humans all over the world share many common practices and beliefs. Parents all over the world teach their children to tell the truth, keep promises, own up to mistakes, forgive others, and to care for people – at least in their tribe. We added to this understanding the recent findings from the neurosciences and genetics to come up with our definition of character as it applies to leaders.
The ROC Matrix shows the four universal principles and the character habits that are aligned with these principles.
Copyright Fred Kiel; Used by Permission
Lincoln said, “Character is the tree. Reputation is its shadow.” Likewise, the habits we all have for how we treat other people is our character reputation. That’s what we measured in our research – a leader’s reputation for how he or she treats people.
Probing the Leader’s Childhood
In several places in the book, you delve into the CEO’s childhood and upbringing. Why? What did you find? Why is the CEO’s life story so important?
If you took the resumes and employment histories of high character CEOs and compared them to low character CEOs, you’d be hard pressed to see much difference. Both groups are competitive, driven to succeed, rational, high energy, and often wicked smart – they know how to command a room and nail an interview.
Where we started to see significant differences was when we surveyed their employees and asked about their behaviors around the 4 universal character habits – integrity, responsibility, forgiveness and compassion. So that begs the question – how did each group come by their different postures around these habits? Where did they get their beliefs about how the world worked and how to succeed in that world?
Turns out the clues are in their childhoods and upbringing.
More than ever, your career opportunities are dependent on your reputation. The good news is that there are more tools than ever to help you get started.
Dan Schawbel is a columnist at Time and Forbes. He is the managing partner of Millennial Branding. If you haven’t read his many articles and blog posts, you may have heard or seen him in the media. As I was reading his latest book, Promote Yourself: The New Rules for Career Success, I happened to catch an interview with him on National Public Radio. He is an expert on personal branding and understanding and reaching the Millennial generation.
“In today’s knowledge-based economy, what you earn depends on what you learn.” –Bill Clinton
What do you say to critics who say that personal branding is self-centered and egotistical?
I really don’t think it’s possible to build a strong brand without the support of those around you. I also don’t think that being selfish is necessarily a bad thing, especially in a tough economy like this. Being selfish, in some regard, is a way of saying “I’m investing in myself so I can become more valuable and in doing so help others.” As long as your intention is to help others today or in a year, everyone benefits from you being selfish. Those that have built strong brands have empowered others to build their own and promoted their work.
“Become the expert your company can’t live without” is powerful advice. What steps do you recommend to make this a reality?
In Promote Yourself I talk about how you need to become an expert in your field. 65% of managers are looking to hire and promote experts, not generalists. You need to align your strengths to areas in your company that need improvement. Back when I worked at a Fortune 200 company, I was the only social media resource. If a department wanted to learn social media or use the tools for their own purposes, they almost had to contact me. This truly makes you valuable to your group and to your company, while at the same time giving you visibility which creates opportunities.
65 percent of managers are looking to hire and promote experts, not generalists.
You talk about the importance of social media. Why is it critical for leaders to understand and leverage social media?
Social media is the fabric of our society at this time. I started using it in 2006 because I realized that it puts everyone on the same plane, regardless of job title. Through social media you can easily connect with people in your company, profession or industry, which creates opportunities. Another aspect of social media is that the customer now has a voice, and people, in general, are moved by experts and influencers. Leaders need to understand social media because it’s a channel that people will use to follow them if they have something interesting or important to say.
“Social media is the fabric of our society at this time.” -Dan Schawbel