Texas Instruments and Lessons in Character Consistency

“Ability may get you to the top, but it takes character to keep you there.” —John Wooden

“Integrity is not a 90 percent thing, not a 95 percent thing; either you have it or you don’t.” —Peter Scotese

He’d only been in the position for six weeks, yet despite this brief tenure as CEO of Texas Instruments, Brian Crutcher abruptly resigned Tuesday for violating the company’s code of conduct related to his personal behavior. Crutcher, who had been with the tech company for 22 years in a variety of roles, began his new responsibilities as the CEO on June 1. In a statement, Chairman Rich Templeton said Crutcher’s departure was “…not related to company strategy, operations or financial reporting” and was due to “personal behavior that is not consistent with our ethics and core values” (emphasis mine). Mark Blinn, lead director of the board said in a statement, “For decades, our company’s core values and code of conduct have been foundational to how we operate and behave, and we have no tolerance for violations of our code of conduct.”

Sadly, such headlines and news reports of character inconsistencies and breakdowns have become commonplace: the regularity of yet another scandal no longer causes us to blush. Is it any wonder that people have lost faith in their institutions and the individuals who lead them? Whether the stories are of political misconduct, financial impropriety, moral indiscretions, or the latest sports scandal, too often we read of leaders and their organizations that have substituted power, control and manipulation for honesty, trust and respect. And if we continue to allow entitlement and self-interest to motivate our actions the result will be a total breakdown of character and integrity.

One of the acid tests of authentic leadership is character. Character forms the foundation not only of your leadership but also of your relationships. Character – and the credibility that is derived from it – provides the moral authority to lead as it establishes trust and generates loyalty within a company or organization. As you become recognized for your commitment to honesty, integrity and fairness, a spirit of cooperation, loyalty and teamwork is developed.

Character is not the result of a position or a title. It’s not gained in a seminar or workshop. Character is a lifestyle; not a single event or a lone occurrence, but a pilgrimage over time. As such, there are no shortcuts to developing your character. While image and reputation is what people think you are, character determines who you really are. And if we are not vigilant at this point, a lifetime of credibility can be lost in a moment with a careless word, an inappropriate action or an impetuous indiscretion. Just ask John Schnatter of Papa John’s.

Credibility and increased influence are by-products of character. The more confidence people place in you and your leadership, the even greater influence you will have. Cavett Robert observed; “If my people understand me, I’ll get their attention. If my people trust me, I’ll get their action.”

If character is to mark our lives and our leadership, the following commitments need to be made daily:

1. I will do what I say.

Am I the same person, no matter who I am with or what the circumstances?

2. I will live what I teach.

Despite the situation or circumstances, can others model my behavior as well as my words?

3. I will be honest with myself and with others.

Regardless the personal cost, am I committed to absolute honesty?

4. I will put what is best for others ahead of what is best for me.

Do I make decisions that are best for me when another choice would benefit others? Do I practice servant leadership?

5. I will be transparent, authentic and vulnerable.

Is the “visible” me and the “real” me consistent? Are my actions the same when no one is looking?

Leadership isn’t a place of position as much as it is the positioning of character; and credibility is the distinguishing mark of one’s character. Only as credibility characterizes your conduct will others listen to your message.

Stay the Course,

Dr. Greg Morris

_____________________________

Dr. Greg Morris serves as the president and founder of Leadership Dynamics™, a non-profit corporation committed to the training and development of leaders and their organizations. He has authored In Pursuit of Leadership: Principle and Practices from the Life of Moses. 

For more information visit LeadershipDynamics.org, FB.com/LeadershipDynamics or contact mail@LeadershipDynamics.org You can also follow Greg and Leadership Dynamics™ on Twitter at @LdshpDynamics 

Thanks to the Associated Press and www.nbcdfw.com for background information on this article.