To be an effective leader, it's essential to embody these 6 key leadership values. Strong leadership can only be achieved with strong values. Sadly, these values are often underestimated, but they are what truly distinguish a GOOD leader from a BAD one.
As a leader, when you align your leadership with the six essential values, you’re not only doing what’s best for your organization, but also for the people within it. These six critical values outweigh all your leadership skills and abilities. Why? Because even if you excel in the five Essential Leadership Capacities, there’s still a chance you could be a BAD leader!
How can that be possible?
Consider some of the most destructive leaders in history, like Hitler. If you evaluate him based on the following areas, you might find he rates highly:
- Did he consistently get results and accomplish goals?
- Did he execute his plans effectively?
- Did he foster teamwork?
- Did he encourage change and innovation?
- Did he communicate well?
He scores well on many of these points, but does that make him a good leader? Clearly not! Despite excelling in leadership skills and capacities, he caused immense harm and destruction. It would be a mistake to classify him as a good leader.
So, what made him such an evil, destructive figure?
His terrible values.
His values shaped his thinking and drove the horrific actions he took, which led to unimaginable suffering and destruction.
Let's Define Leaders This Way
So, if skills and capacities aren’t enough to make you a great leader, what truly matters? Do you recall the concept "structure demands behavior"? If not, take a look at course 2.01 – Value Right Results AND People, and explore Robert Fritz’s books and teachings for deeper insights.
Here’s the key point: the six critical leader values create a path of least resistance for how you achieve the results you want.
By embracing these six essential values, you set yourself apart. Why? Because many experts neglect these values when teaching leadership. As a result, leaders, even with superior skills and capacities, often end up harming organizations and the people within them.
However, ALL six of these leadership values are incorporated into the GR8 Leaders CATALYST System. We refer to them as the 6 Critical Values of GR8 Leaders. Each value is important, but truth, self-governance, and freedom deserve special attention, as they are rarely taught alongside leadership.
Critical Leadership Value #1
SELF-GOVERNANCE
In the GR8 Leaders' framework, self-governance is defined as "sacrificing immediate gratification for long-term benefits."
This also encompasses self-control. Whenever you come across the term self-governance, think of it as self-control. For instance, when others aren’t performing well, you continue to deliver excellent work. Even in the absence of authority, you maintain a high standard of work. Or, you choose to do what’s right, even when others pressure you to do otherwise.
Why is self-governance necessary?
Of the six critical leader values, self-governance is perhaps the one that most significantly boosts an organization's capacity. It helps achieve more because it frees up valuable supervisory time and resources. Imagine an organization where everyone practices self-governance, all focusing on the organization's goals. Now, contrast that with what often happens—lots of activity with many individuals acting based on their own beliefs, and some even working against the organization’s objectives.
Leaders who embody self-governance not only meet the needs of both the people and the organization, but they also coach others to practice the same self-governance.
A key aspect of this is your commitment to accountability. You remain teachable, understand your boundaries, recognize the consequences of your actions, and clearly identify the expectations others have of you. Reflect on how much different this approach is compared to most individuals in organizations or elsewhere.
Leadership Value #2
HUMILITY
The GR8 Leaders’ definition of humility is "power under control."
This differs slightly from the dictionary definition, which describes humility as:
- Marked by meekness or modesty in behavior, attitude, or spirit.
- Not proud or arrogant; modest, unpretentious, and courteously respectful.
While there's no disagreement with the dictionary's definition, many people mistakenly associate weakness with humility. For instance, the term "meekness" often evokes thoughts of weakness, unless you understand it more deeply.
Humility isn’t about diminishing yourself; it's about managing your strengths for the benefit of others. It’s about putting the focus on others, not on "ME." Humility allows you to control your strengths so that you use them to help others, rather than amplifying your own presence. If your strengths are needed, you offer them willingly, without false humility.
For example, someone who practices humility doesn’t draw attention to their own achievements or talents. They don’t compare themselves to others or boast about what they’ve accomplished. Instead, they focus on you and your experiences, never feeling the need to highlight how great they are or what they’ve done.
Why is humility essential?
Because it shifts the focus of energy and benefits from yourself to the organization and others. Leaders who are not focused on their own gain are able to harness the energy of the entire team, organizing it to accomplish goals and get things done—even when it doesn’t directly benefit them. This, in turn, enhances all five leadership capacities.
A key focus to help you is to serve others. Service redirects the attention to those around you rather than to yourself.
Humility is a complex and often misunderstood concept, which is why it’s helpful to have something more tangible to focus on. Service is a practical way to measure humility.
Jim Collins, in his book Good to Great, describes Level 5 leaders as those who channel their ego needs into the larger goal of building a great company. It’s not that they lack ego or self-interest—far from it. They are highly ambitious, but their ambition is directed first and foremost toward the success of the institution, not themselves.
3. SACRIFICE
The GR8 Results’ definition of sacrifice is "committed to giving up things you value to benefit the organization and others."
This means you set aside your own personal advancement for the sake of helping others and furthering the success of the organization. Sacrifice may be one of the most challenging yet underrated of the six critical leadership values.
An example of this is the sacrifice fly in baseball. In this play, a batter hits a fly ball to the outfield to move a runner already on base forward. If the ball is caught, the batter is out, which doesn’t help his batting average. But the runner advances, contributing to the team's overall progress. A batter who is more focused on his individual stats might hesitate to make this sacrifice, but a true team player will put the team’s success above personal gain and willingly follow the strategy, even if it lowers his own performance numbers.
Why is sacrifice needed?
Sacrifice is vital because it drives commitment and shifts the focus from merely talking about helping the organization and others to actually taking actions that make a difference.
When a leader demonstrates this value, it motivates the team. It shows that actions speak louder than words. The leader's willingness to give something up for the greater good inspires others to do the same.
A key focus to help you embrace sacrifice is cultivating courage, contentment, and a long-term view. It takes courage to move beyond the present moment and take risks for the future—just as we discussed earlier with self-governance.
David De Cremer’s research in The Leadership Quarterly (2006) found that “participants elicited higher positive emotions and a stronger willingness to work together with the leader when the leader exhibited self-sacrifice rather than self-benefiting behavior. These effects were considerably stronger when the leader did not act in an autocratic (i.e., pushy) manner.” This highlights how sacrifice, when done authentically, can strengthen the bond between a leader and their team.
4. FREEDOM
The GR8 Results’ definition of freedom is "not controlling or being controlled."
For instance, instead of demanding compliance with rules and procedures, a leader should invite it.
This is one of the most powerful of the six critical leadership values because the invitational leadership model increases the commitment and effort of those in the organization. But how does that work?
Think about the difference between doing something because you "have to" versus doing it because you "want to." When you choose to do something because you want to, the effort you put in is voluntary, without threats or rewards. People who are in an organization because they want to be there will naturally put in more effort toward the organization's goals.
On the other hand, when people feel they "have to" do something, it drains their energy, and they are more likely to resist or rebel against the demands. You can explore more about this by reviewing course 06 - Use Less, Not More Control, which explains how a freedom-based, invitational approach to leadership is far superior.
Why is freedom needed?
Freedom enhances both morale and productivity. Good leadership requires a deep understanding of and proper use of freedom to inspire and guide others effectively.
A key focus for you is to choose responsible freedom, pursue the best for others, and accept that others have the freedom to ignore or disagree with you. This not only fosters respect but also creates a stronger, more committed team.
5. VALUE AND DEVELOP PEOPLE
The GR8 Results' definition of coaching is "valuing people enough to coach them to a higher capacity."
For example, coaching involves helping someone develop a strength or skill they need or want to improve.
Coaching requires the six critical, yet often underrated, leader values—particularly Sacrifice, Humility, and Truth. We define coaching using the word FOCUS, which includes the five key elements you'll find to the right.
Why is this value needed?
Coaching enhances both individual and organizational capacity without requiring additional resources. When you coach someone, you’re increasing their ability and potential. However, this requires a significant effort from the coach, who must invest time and energy into the development of others.
A key focus for you is to coach rather than simply command people. Take the time to get to know those you lead, seeing them as individuals with potential, not just as objects or resources to be used.
Consider this finding from a Harvard Business Review article titled "Half of Employees Don’t Feel Respected by Their Bosses" (November 19, 2014). The research shows the immense benefits of valuing and respecting people:
6. TRUTH
The GR8 Results' definition of truth is "what is real, genuine, and actual."
For example, if you review the profit and loss statement and see that your organization is not profitable right now, you face the reality of the situation. Instead of making excuses, you direct your energy toward making positive changes to improve the situation.
Most Powerful Value
Truth is the most powerful of the six critical leader values. Truth is synonymous with reality. Sadly, too many people avoid facing reality. Fantasy or subjectivity often takes precedence. A significant issue I encounter is individuals who think they see reality but don't.
- Some perceive reality to be better than it is.
- Others perceive reality to be worse than it is.
In both cases, they fail to see reality as it truly is.
Subjectivity – How it feels!“The truth kept wandering in and out of her mind like a lost child, never pausing long enough to be identified.” – Margaret Millar
Reality – How it is!“The truth is tough. It will not break, like a bubble, at a touch … you may kick it about all day, like a football, and it will be round and full at evening.” – Oliver Wendell Holmes, Sr.
Why is truth needed?
Truth provides a stable foundation on which you can build viability and competitive advantage. Without the stability of truth, you’ll waver from one conclusion to another. Truth gives you an unwavering standard to rely on, especially when it comes to behavior.
And yes, while there is truth and your perception of it, truth remains unchanged, regardless of how you perceive it. For example, gravity does not care if you believe you can fly by flapping your arms—it will operate the same way whether or not you believe in it.
A key focus to help you is cultivating objectivity, suspending assumptions and opinions, asking the right questions, and listening carefully.
One crucial question to ask yourself is: How qualified is my "Who said so?" that I rely on to define my "truth?"
This is a critical question to reflect on and wrestle with in your journey as a leader.