Volume XXIII, Number 32 (Issue 1141) | August 11, 2025
Short Takes on Leadership – Part III
Willingness to Make the Hard Decisions – In my experience, many of the tough decisions leaders are called on to make involve people. Some examples include reductions in force, termination for cause, designating a successor while telling someone else they are not the one are but a few. Such actions are hard because we have empathy for those who are being let go or otherwise disappointed by a decision we must make. It can be even harder when we are part of a small community where everyone knows everyone. Of course, those are not the only hard decisions leaders make and must live with. Sometimes, we must swallow our pride, acknowledging that a prior decision is no longer working or that it was a poor decision out of the chute. In these and similar situations effective leaders have the courage to do what is right, not what is easy or convenient. Put another way, leaders do not kick the can down the road.
Transparency – I cannot count the number of times in my career that I have sat across the desk from an executive only to hear him/her complain about the lack of accountability within their team. After the first half a dozen of those conversations, I wanted, but was never brave enough to respond with, “tell me, how accountable are you?” Effective leaders, as you know, lead by example. Among other things, it means they hold themselves accountable starting with owning their mistakes. Sadly, too many individuals go to incredible lengths to hide their short comings – that goes double when it comes to their decisions and actions. Instead, they make excuses, blame others, or act as if they are magically infallible. Unfortunately, when those in leadership roles are unwilling to admit their faults, it is a virtual certainty their people will follow suit. Problems, as we know all too well, are best and sometimes only addressed when they are acknowledged.
Lead by example – Leaders recognize that they operate under a microscope. Every word and action are being studied by someone else. The
challenge posed by that fact is that while those leaders may understand their motivation, objectives, and means, others may not. Thus, their efforts are being evaluated through others lenses and in the context of others standards. Two of the keys to overcoming any onlooker’s inherent bias (interpretation) are consistency and disclosure. Consistency means word and deed, word and word, and deed and deed must align. Anything less and a leader’s credibility is quickly called into question. As for disclosure, while the expression “actions speak louder than words” is true, there are times when a bit of explanation is vital since points of view (perspectives) differ. One cannot/should not expect others to see things the same way we do.
Next week, Part IV.
Soli Deo Gloria
“Whoever conceals his transgressions will not prosper, but he who confesses and forsakes them will obtain mercy.” Proverbs 28:13
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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