Tag Archives: trust
Fifty-one years ago, President Gerald Ford made one of the most momentous decisions in the history of the American Presidency. When he chose to pardon former President Richard Nixon for his involvement in the Watergate scandal, Ford chose to lead with accountability, regardless of what it meant for his presidency or legacy. Watergate was one of the darkest periods of American political history. So much so that the term “-gate” has become the moniker ascribed to any political scandal of the past 50 years. In September 1974, just a month after Richard Nixon resigned in disgrace over the Watergate scandal, President Gerald Ford shocked the nation by granting him a “full, free, and absolute pardon.” It was one of the most controversial decisions in U.S. history, and it likely cost Ford the presidency two years later. But beyond its political ramifications, Ford’s decision carries a timeless leadership lesson: True accountability comes with a price — and great leaders must be willing to pay it. For corporate executives navigating crises, Ford’s accountability provides powerful lessons about balancing justice, trust, and long-term organizational health. 1. Accountability means making hard choices. When Ford assumed the presidency following Nixon’s resignation, America was adrift. Watergate had eroded public trust, the economy was falling apart, and the nation’s faith in its institutions was at an all-time low. Ford only had two options: When Ford chose to pardon Nixon, his action demonstrated that he believed that the nation’s healing outweighed the political cost to him and his party. He accepted the accountability of the office he held and of the decisions that office required of him – even if his choice meant that Nixon would avoid being held to account for his actions. Lesson for leaders: When crisis hits, the choice is rarely cut and dried. We must often choose among bad options. We can be tempted to try to avoid these tough decisions, but ultimately, we must take ownership. Great leaders understand that either they can lead with accountability now and accept the consequences or their delay will allow a problem to fester and erode trust. 2. Clarity builds trust. Ford knew that pardoning Nixon would look like a backroom deal unless he was clear about the reasoning behind his decision. In a televised address, he laid out his reasoning and motivations. He explained to the American people that he believed a prolonged legal battle would paralyze the nation, deepening the malaise that Watergate had created. He expressed his belief that his pardon would give the country the closure it needed to move forward. While many still disagreed, his willingness to communicate openly and accountably eventually vindicated his decision. Lesson for leaders: Clarity and openness won’t guarantee approval, but they protect credibility. Leaders who hide behind spin lose trust. Those who explain their reasoning — even when unpopular — strengthen organizational integrity. 3. Personal cost vs. organizational good Ford’s approval ratings plummeted after the pardon. In 1976, he lost reelection to Jimmy Carter. By any political and personal measures, the decision was a costly mistake. But in hindsight, many historians credit him with helping the nation heal faster and preserving the dignity and integrity of the presidency. Lesson for leaders: This dynamic mirrors an important aspect of corporate leadership: Sometimes doing the right thing means sacrificing short-term results for long-term organizational health. Accountability isn’t free. Making tough calls often comes at the expense of your reputation, relationships, or role — but avoiding them usually costs more in the long run. 4. Culture starts at the top. Watergate wasn’t just about Nixon; it was about the political environment that enabled him. By pardoning Nixon but publicly denouncing his actions, Ford sent two complementary messages: Lesson for leaders: When executives fail, how they handle accountability sets the tone for the entire organization. Protecting individuals over principles signals that rules are negotiable. When we prioritize the mission, the organization, and the people above any individual (or group), we embrace and support a culture of integrity. 5. True leadership requires courage. Years after he left office, Ford said, “I knew exactly what I was doing. I was prepared to take any criticism, no matter how bad it was.”That resolve is the essence of courageous leadership: making decisions based on principle, not popularity. Lesson for leaders: In today’s corporate landscape — where short-term results, quarterly earnings, social media outrage, and internal politics collide — courage is rare but invaluable. Teams follow leaders whose values are clear, unambiguous, and reflected in their words and deeds. Great leaders understand that accountability is the ultimate expression of one’s character. They do the right thing even when it costs them personally. Key Takeaways for Today’s Leaders President Ford’s pardon of Nixon is a reminder that leadership is rarely about avoiding storms — it’s about standing in them with integrity. When we face ethical crises, data breaches, executive misconduct, or strategic failures, the lesson endures: Healing requires hard decisions, and hard decisions come with a price.
Chancellor Angela Merkel is the first leader to make the list of the COVID ‘If–’ Sixteen leaders. For almost 15 years, she has led her country with a strong sense of who she is, remaining true to herself no matter what. Her self-awareness has enabled her to lead Germany through extraordinary challenges, including the 2008 Economic Crisis, the European Refugee Crisis, and now the COVID-19 Crisis. Character was the first leadership attribute I discussed in If You Will Lead: Enduring Wisdom for 21st-Century Leaders (Agate B2 2011), because character forms the foundation upon which all other leadership attributes are built. Leadership demands that we act in ways that are consistent and aligned with our beliefs and values. That is the essence of leading with character—knowing what we believe and value and then ensuring that our actions reflect those beliefs and values. Crises are the greatest leadership character tests, and Chancellor Merkel proved her character during the early days of the COVID-19 Crisis. While she continues to lead effectively, this article focuses on her actions and leadership during the pandemic’s early days. There are three aspects of Merkel’s character that seem most relevant: her commitment to liberty and freedom, her scientific mind, and her gender. The German culture is very conscious of recognizing and attributing titles in a way that often describe key aspects of one’s character. To many non-Germans, this behavior can seem awkward, especially when someone has numerous honorifics. In the case of Angela Merkel, she is Frau Chancellor Doctor Merkel. This may seem like an odd point, but I see all three honorifics as essential to Angela Merkel’s character and her leadership. Chancellor Merkel’s Commitment to Liberty and Freedom I’ll start with Chancellor, because, above all else, Angela Merkel is a politician. Merkel was quick to recognize that COVID-19 was an unprecedented threat. On March 18, she declared to the German people, “Since German unification, no, since World War II, there has been no greater challenge to our country that depends so much on us acting together in solidarity.” Merkel demonstrated clearly her commitment to the health and safety of her citizens, and she was willing to sacrifice other key values to protect her people. To do so, the German government took steps that curtailed liberty and freedom. This was an extraordinary test of her character, because Merkel had experienced 35 years of repression under East German government during the Cold War. She had spent much of her political career defending freedom and liberty. This life-long commitment bolstered her credibility with the German people that a short-term sacrifice was a reasonable price to pay to contain the spread of COVID-19. Fiscal responsibility is another important aspect of Chancellor Merkel’s political character. She has spent most of her political career as a fervent believer in government frugality, and her leadership was a driving force behind the EU austerity measures following the 2008 Economic Crisis. Again, COVID-19 forced her to confront conflicting values, and she put safety above frugality. In light of the societal risks posed by COVID-19, Merkel has been a champion for the EU economic stimulus efforts. She recognized that the economic implications of the COVID-19 pandemic threatened to undermine European stability. She saw this instability as a threat to freedom, so she sacrificed her natural frugality and austerity to protect freedom. Doctor Merkel’s Scientific Mind Angela Merkel started her career as a scientist. She earned the title doctor when she received her Ph.D. in Quantum Chemistry. As a scientist, she learned to rely on data, critical thinking, and rational analysis to inform her decisions. This means asking hard questions to ensure that those we trust are worthy of our trust. It means knowing that what we want is not always consistent with what the data tell us. It means using the guidance of trusted experts to make hard and often unpopular decisions. When many leaders were dithering, Merkel engaged experts from organizations like the Robert Koch Institute and the Berlin’s Charité Hospital to inform her decisions and to help her create appropriate responses. Her trust in science and scientists enabled her to build the trust of the German people. Frau Merkel’s Feminine Leadership Merkel’s last honorific, Frau, has also played an important role in her leadership style. Merkel has never shied away from her gender. She has always embraced her political nickname “Mutti” (i.e., Mommy in English). There have been numerous articles highlighting the benefits of female leadership during the COVID-19 Crisis. Leadership traits like empathy, compassion, collaboration, and humility are often associated with femininity, and these same leadership traits seem to be producing positive results in the fight against COVID-19. Merkel has demonstrated these traits throughout her career, and she has continued to do so during the COVID-19 Crisis. There is much speculation about the role gender is playing in COVID-19 leadership. I will not add to this speculation, as this topic is far too complex to be addressed in this short piece. However, I will highlight some impressive anecdotal evidence supporting the case. Under Merkel’s leadership, Germany has seen much lower infection and death rates than France, the UK, Italy, and Spain – countries all led by men. Of the twenty-three nations led by women, only five have infection/death rates higher than the international mean. Some woman-led nations have seen exceptional results. New Zealand, Finland, Greece, Georgia, and Slovakia have had infection rates less than half of the global average (Source: WHO Coronavirus Dashboard). I believe these successes may reveal some important information about the benefits of feminine leadership, and I will discuss some of these strong female leaders in subsequent posts. Results of Leading with Character So how well did Angela Merkel’s leadership serve Germany in its efforts to confront the COVID-19 Crisis? Let’s start by looking at what those efforts entail. On March 22, Chancellor Merkel announced Germany’s plan for a “contact ban” that limited public gatherings to two people (outside families), required social distancing, and closed non-essential businesses. While the contact ban was not a lockdown, Merkel made a personal appeal to all Germans to act responsibly. She connected with the German people by speaking and acting in ways that demonstrated the true nature of her character. According to WHO data, Germany’s efforts and Merkel’s leadership paid off. By May 1, Germany was reporting approximately 1,600 cases per day – down from a peak in March of 6,800 cases per day. Based on these trends, the German government began a gradual easing of physical distancing measures. While the relaxation of physical distancing this summer led to an increase in new infections, Germany’s infection and death rates remain low. On September 23, the WHO reported daily new infections for the previous week of less than 1,800, indicating that Germany’s efforts and Merkel’s leadership continue to benefit Germany and its people. In comparison, during the same week, the much smaller nations of France, Spain, and the UK all saw significantly more daily new cases – approximately 10,000, 5,700, and 4,000, respectively. Angela Merkel knows who she is and what she values and believes. This allows her to trust herself to make hard decisions informed by those values and beliefs. This self-confidence enables her to build trust with those she leads. During her almost 15 years as Chancellor, she has demonstrated how strong leadership rooted in character can lead a nation through a crisis. While the COVID-19 Crisis is far from over, Angela Merkel is integrating all the pieces of her character to provide leadership and solutions that save lives. Who else has been leading with character? What other leaders have used their values and beliefs to inspire others to combat the pandemic? Who has risen to this challenge? Remember to think local and share stories we may not have heard.
I used to complain a lot about Facebook. I thought it was occasionally interesting, but mostly it was just annoying. I rarely cared what people had for breakfast, and I never understood the appeal of games like Farmville. I believed that Facebook was making people lazy about building and maintaining relationships. I had a fairly selfish attitude about the whole thing. I used it to see what had happened to some old friends and to help promote my business and my book.
Everyone knows the story of Benedict Arnold. His name has become synonymous with “traitor” in the American lexicon. Yesterday was the anniversary of one of his more infamous acts as a turncoat. On January 5, 1781, Arnold led a British raid on Richmond, Virginia, destroying a large portion of the city. Arnold is an easy guy to hate, but his treachery is only part of the story.