sought consensus; some did not. Some had quick tempers; others
had great patience. What they did have in common, however, were
similar beliefs about people that allowed them to see the possibili-
ties. They had a unique context for viewing information. What was
merely data to some leaders was profound knowledge in others’
hands. Interview these leaders, as we have, and many of them will
tell you that they believe deeply in the potential of people to make
a commitment. They believe that in the right environment, ordi-
nary people will naturally do extraordinary things. They have a
commitment to the people who trust them to lead. They provide
an environment where people can learn while engaging in mean-
ingful work. They are perceived as authentic because their actions
are consistent with their espoused beliefs.
Although no set of beliefs is universally held by all leaders, we
have found that those listed in this chapter are frequently
embraced by the best leaders that we have met. The words come
easily for many. Consistent action and complementary manage-
ment practices are less common. Authenticity in leadership has
always come before all else. However, we are entering an era when
people will not tolerate duplicity. Although the following ideas
have been debated for generations, most of us have not made the
choices required to authentically build organizations based on these
assumptions. We need to ask ourselves, “How are our current prac-
tices and behaviors consistent or inconsistent with these beliefs?”
Do we disagree with these assumptions? Are they impractical? Is it
risky to try? Maybe we can finally ask, “Why not? Why not me?
Why not now?” Today, authenticity is the clear mandate. It is no
longer optional.
A Different Set of Beliefs- Trust is given, not earned.People don’t trust people who do
not trust them. If we want people to trust us, we must trust them
first. If we can’t trust them, why should they trust us? Why do we
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