Character Is an Essential Competence 647.4
If you were hiring a new CEO, what are the most important qualities you’d look for? Surely you’d want a high level of demonstrated competence – knowledge, experience, intelligence, vision, communication, relationship skills, and the ability to motivate, manage, and solve problems. But what about qualities such as honesty, moral courage, accountability, and fairness?
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Despite bold rhetoric about the indispensability of good character, many hard-driving organizations are willing to be flexible on character to get an exceptionally competent person.
Thus, many current scandals – in business, the church, and sports – have occurred because organizations compromised their principles by recruiting, retaining, or tolerating leaders with serious character flaws who generated costly accusations of wrongdoing and undermined trust, morale, teamwork, and loyalty.
I used to tell clients that competence and character were two separate aspects of intelligent employment decisions. Now I think it’s a mistake to disconnect them. Good character is an essential aspect of competence.
Long ago, Samuel Johnson said, “Integrity without knowledge is weak and useless, but knowledge without integrity is dangerous and dreadful.” Warren Buffet updated that notion: “In looking for people to hire, look for three qualities: integrity, intelligence, and energy. But if they don’t have the first, the other two will kill you.”
Since it’s easier to train a person of good character to do a job well than to develop character in a skilled but unprincipled employee, if you have to choose, hire for character and train for skills.
This is Michael Josephson reminding you that character counts.
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Comments
I spent nearly 13 years in a civilian supervisory position with the Los Angeles Police Department. I can not tell you how many times I've heard similar stories and encouraged to "hunt out those with integrity" when filling vacant positions. THe problem lies in the extreme beaurcratic organization that provides too many allowances to those who violate ethical and departmental rules and regualtions. I've seen it where it has taken 5 years or more to terminate persons who have stolen, not only time, but money from the department. THeir protections are so plentiful that mid-level supervisors have little power and oftentimes are looked at by command staff AS the problem when they try to dismantle those who do wrong. Don't get me wrong- I still advocate choosing the right. It' still aggravating having to work in an environment where far too many command staff are really more interested in their personal future and promotability than earning the faith and trust the citizens have given them; and, by the way, that symbol of faith and trust is the Badge!
Posted by: Larry L. Fugate | December 3, 2009 9:12 PM
The CEO of our YMCA is an awesome man of integrity. He holds himself to a very high standard and sets the tone of character for the entire organization. I'm proud to work for him!
Posted by: Wendy | December 4, 2009 8:21 AM
Getting it right the first time is critical for startups; this includes hiring the right CEO. The commentary reminded me of how critical integrity is. I loved the quotations from S. Johnson and W. Buffet.
Posted by: M J Whitehouse | December 4, 2009 7:47 PM
If the definition of management is getting things done through people on time and under budget, then the first potential obstacle is people. Hence, integrity must be the first priority. Well done, Mr. Josephson, and thanks for the reminders.
Posted by: Dick Monod de Froideville | December 10, 2009 8:47 AM