First Scale Your Inner Mountaintop
© Jeff Salz, PhD
wayofadventure.com

In the last two months the landscape of international business has exploded. Surprisingly, the new "most wanted list" for spreading mayhem and panic across the globe includes not only Mid-East fundamentalists, it now includes the extreme capitalist group called "America's business leaders". Chaos no longer only comes in turbans and kaftans but may saunter down our hallways outfitted in Brooks Brothers and Ralph Lauren. In the words of Walt Kelly's Pogo: We have met the enemy and he is 'us'.

In the June 1996 issue of Harvard Business Review, Charles Farkas and Suzy Wetlaufer" conducted 160 interviews with executives around the world for their article "The Ways Chief Executive Officers Lead". Although approaches varied, the authors discovered three essential common functions: setting a lofty goal, aligning participants and then motivating them to attain it. For many years this seemed to be enough. Recent events have taught us a painful lesson: there is an essential and oft-overlooked fourth function. Leaders must set the physical and the moral compass.

The best leadership draws forth the best in its "follower-ship". Motivation and inspiration energize people not by pushing them toward a desired outcome but by pulling them in the direction that satisfies basic human needs: a sense of congruence, contribution, self-worth. These are the values that draw us naturally and gracefully into contributing our best.

As I write this, I'm heading to Arkansas to facilitate my third river trip/leadership seminar for the top managers of the IT division at Wal-Mart, the world's leading retailer. I jumped at the opportunity. Why? Because of this ineffable, indescribable thing called integrity. These folks positively reek of it. So much so, that it is not unusual to hear this organization being criticized for it's "cult-like management style". I understand the criticism. Their leaders are expected to conform to certain standards, not just professional but moral and ethical, practicing both business and personal excellence. Yet, I would venture to say that this is exactly what has made this organization the hugely successful giant it is today. When leaders are expected to aim high, inspired employees participate and give their all. And, as I will attest, this moral imperative trickles down the food chain even as far as vendors. Wal-Mart manages to get the best out of me.

The most successful retail organization in the world today has a secret: they've harnessed the infinite power of integrity.

"Life shrinks or expands in proportion to one's courage." said Anais Nin. Today's outer economic realities demand a new kind of inner rigor: the courage to aim higher than ever before. Whether on a mountain or in business, genuine, long-term success means aiming high and choosing the most daring, adventurous path conceivable. Recent events have proven that long term viability also means aiming deep, insisting that the journey allows you to remain true your inner compass as well.

As your organization aims as high as it can, is it remaining true to its original vision
of integrity? Are you?