Leadership: my moral dilemma
Published: 2011-01-03 There are 13 comments ... please add yours below
Let’s start the New Year with a cautionary tale. From time to time, people like me, who write about leadership or other topics, need to be stood up and tested. It’s not enjoyable but it’s certainly salutary. It happened to me last year. Writing a weekly Potshot is one thing but real life quite another. I’m not yet sure how well I came out of this challenge. Let me explain.
Because of my deep belief in the social and commercial importance of leadership, I created my V|E|C|T|O|R Leadership® framework. It delivers action-planning capability. Bridging the gap between thinking about leadership and doing it. Having accepted a new challenge, received feedback, read an article or reviewed your LSI or MBTI profile, it helps you define the actions you’re going to take.
Clients like it and it generates fascinating C-suite consulting work. The time required makes it too expensive at lower levels. However, I always believed (and subsequently tested) that the framework is effective for leaders at any level. The challenges are similar even if the responsibilities differ. This drove me to create an online version, which is hugely less expensive. My motivation was part idealistic, part commercial. We had a beta-version up for over a year and now the full-blown site is in place.
During the beta stage, we started search engine optimisation. For this, there are so-called “white hat” approaches like creating useful resource material (of which we have lots) and linking to other sites, where there’s an open and logical relationship. There are also “black hat” ways such as clandestine linking to irrelevant sites purely to game the Google and other search-engine rankings. Such “spamdexing” was suggested as “what everyone does” – albeit with Google and their competitors working hard to stop it.
I had to ask myself this: why care enough to create a leadership tool and then promote it deceptively? Why help people (including making our Took Kit free for students and not-for-profits) while corrupting the web and its search rankings when I, like millions of others, rely on these tools daily?
The bottom line was this: should I just “go along”? I remember doing that as a new CEO of a small company many years ago. At the chairman’s suggestion, I abstained from voting on the exercise of an over-priced option to buy a business. Only later did I realise I was the only director without a conflict of interest. I still regret not standing up for our shareholders’ interests. In contrast, some years later I took a firmer stand on an issue of public policy and it cost me in several ways.
Harvard Business School cases mostly end with the formulaic question: what should Mr Smith do? In last year’s “spamdexing” case, it was “What should Timothy do?” What would your advice have been and why? Please share your thoughts via the comment box below.
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Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®