This document discusses overcoming five temptations that leaders face: valuing status over results, popularity over accountability, certainty over clarity, harmony over conflict, and invulnerability over trust. For each temptation, the document explains the temptation, its consequences, and how to combat it. Leaders are encouraged to focus on results not status, accountability not popularity, clarity not certainty, conflict not harmony, and trust not invulnerability. For each temptation, readers are prompted to consider how they can curb that temptation in their own leadership.
2. Quick Write
Write down the name of someone who you consider to be
a good leader.
Below his or her name, write something about that person
that you think makes him or her a good leader.
On the other side: write down the name of someone who
you would consider to be a bad leader (no one in the
room, please!)
Below his or her name, write something about that person
that you think makes him or her a bad leader.
3. Making Some Lists
Create two columns. On one side,
list qualities of “good” leaders. On
the other, list qualities of “bad”
leaders. Be prepared to share the
top three with the group.
4. “Good” v. “Bad” Leaders
Good Leaders Bad Leaders
Concentrate on results Worry about status
Hold people accountable Want to be popular
Strive to be clear Have a need to be right
Encourage dialogue Prevent dialogue
Engender trust Aren’t vulnerable
5. Overcoming the Five Temptations
Choose trust
over
invulnerability
Choose conflict
over harmony
Choose clarity
over certainty
Choose
accountability
over popularity
Choose results
over status
6. Temptation #1: Valuing Status Over Results
Think about your proudest moment as a student leader.
Was it accomplishment-based, or role-based?
Role-based thinking represents concerns about status.
Consequences: lack of focus on fellow leaders, lack of focus on
stakeholders
Accomplishment-based thinking represents concerns
about results.
Consequences: understanding of how others can help in creating
success, understanding of how decisions made will affect stakeholders
7. Beating Temptation #1
How do we combat the temptation to value status over results?
Make results the most important measure of success.
Consider the success of those you work with, your success as well.
Go out of your way to help others be successful.
If you see someone doing a good job, speak up! It’ll create a culture
of recognition where people can praise one another for good work.
What one step could you take tomorrow to curb your own temptation?
8. Temptation #2: Valuing Popularity over
Accountability
Think about what you do when a fellow SGA member
makes a mistake, forgets to follow up, or doesn’t do his
or her job.
Do you strive for the affection of your fellow SGA members and
students, or for their respect?
Striving for affection means watering down feedback, ignoring poor
performance.
Consequences: lack of accountability, difficulty meeting deadlines or
producing quality work, inconsistency in performance.
Striving for respect means giving people the opportunity to do their
best work, treating them as responsible and mature
Consequences: efficient and excellent work, relationships with people
who appreciate your skills
9. Beating Temptation #2
How do we combat the temptation to value accountability over
popularity?
Hold people accountable for the work they’re here to do.
Speak up! If you’re not getting what you need from someone to do
your job, say so.
Be mindful of what you say and do in mixed company (“in a
fishbowl”)
What one step could you take tomorrow to curb your own temptation?
10. Temptation #3: Valuing Certainty Over
Clarity
Think back to the last time you had to make an
impactful decision.
Were you more concerned about being right, or being efficient?
Overvaluing certainty can delay decisions and promote
vagaries.
Consequences: difficulty in other parts of processes, team members
in trouble if circumstances change.
Overvaluing clarity keeps work timely and structured.
Consequences: Easy adaptation in the event of change, all team
members know what part they play in completing a task.
11. Beating Temptation #3
How do we combat the temptation to value certainty over clarity?
Repeat after me: “it’s okay to be wrong!”
When making a big decision, give yourself a (reasonable) time limit
in which to make a call.
After making the decision, take some time to determine what role
each affected party will take in carrying it out.
Remember that people will appreciate decisive action; delays could
give an appearance of undependability.
What one step could you take tomorrow to curb your own temptation?
12. Temptation #4: Valuing Harmony Over
Conflict
When an issue arises in a meeting and you don’t agree,
what do you do?
Do you stay quiet, or do you speak your mind?
Placing a premium on harmony stifles conversation.
Consequences: resentment when unpopular decisions are made, less
creative problem-solving
Placing a premium on conflict invites conversation.
Consequences: all opinions are heard and decisions are informed
13. Beating Temptation #4
How do we combat the temptation to value harmony over conflict?
If you are leading discussion, ask for any questions, objections, or
concerns.
When these opinions arise, listen to the position- even if you
disagree.
Don’t confuse disagreement on a position, with dislike of a person.
Whatever decision is reached at the end of the debate, all must
agree to abide by the result.
What one step could you take tomorrow to curb your own temptation?
14. Temptation #5: Valuing Invulnerability
Over Trust
Do you have a hard time admitting that you’re wrong?
Placing a high premium on invulnerability means risking
alienation.
Consequences: fellow students or SGA members won’t approach
you, those who are strong where you might be weak won’t want to
help
Placing a high premium on trust means letting others in.
Consequences: an organization that is happy to use its strength for
the benefit of the group, a group that is closer interpersonally.
15. Beating Temptation #5
How do we combat the temptation to value invulnerability
over trust?
Repeat after me: “I need your help.”
If someone is good at something, cede control to them
and let them lead the group.
If you make a mistake, admit to it and apologize.
What one step could you take tomorrow to curb your own temptation?
16. Back to the Diagram!
Choose trust
over
invulnerability
Trust lets healthy
conflict occur
Choose conflict
over harmony
Conflict leads to
clarity
Choose clarity
over certainty
Clarity allows for
accountability
Choose
accountability
over popularity
Accountability
ensures results
Choose results
over status
Members will be divided into groups to discuss and generate lists
Armed with an action plan created by making one action step for each temptation, they can now break into groups to make master lists of how to hold each other accountable for avoiding these temptations.