{"id":14087,"date":"2026-03-27T09:06:35","date_gmt":"2026-03-27T09:06:35","guid":{"rendered":"https:\/\/accentbusiness.pl\/?p=14087"},"modified":"2026-03-27T11:08:01","modified_gmt":"2026-03-27T11:08:01","slug":"you-reap-what-you-sow-developing-leaders","status":"publish","type":"post","link":"https:\/\/accentbusiness.pl\/en\/2026\/03\/27\/you-reap-what-you-sow-developing-leaders\/","title":{"rendered":"You Reap What You Sow: Developing Leaders"},"content":{"rendered":"\t\t
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Nobody plants an apple seed and expects to get an orange tree; or plants lilac seeds and expects to get a rose bush.<\/strong> <\/span><\/p>

That\u2019s obvious. So why is it that we there is a leadership crisis, both in the world and in corporations\u2026?[1]<\/span>\u00a0What was \u201csown\u201d that we are reaping poor leadership?<\/span>\u00a0<\/span><\/p>

There\u2019s an old saying, \u201cSow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, [reap a lifestyle; sow a lifestyle,] reap a destiny.\u201d[<\/span>2]<\/span>\u00a0So, what are we \u201csowing\u201d that\u00a0has caused the leadership crisis?<\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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A topic broached in Stephen Covey\u2019s\u00a0<\/span><\/span>The 7 Habits of Highly Effective People<\/span><\/span><\/em>,<\/em> is the\u00a0<\/span><\/span>Character Ethic<\/strong>\u00a0<\/span><\/span>vs. the<\/span><\/span>\u00a0Personality Ethic<\/strong><\/span><\/span>. Simply put, in\u00a0<\/span>U.S.\u00a0<\/span>motivational liter<\/span>ature from the 18<\/span><\/span>th<\/span><\/span>\u00a0century through the\u00a0<\/span>first quarter (almost half) of the 20<\/span><\/span>th<\/span><\/span>\u00a0century<\/span>, motivational literature focused on character: honesty, loyalty, hard work,\u00a0<\/span>kindness, generosity, etc.<\/span><\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Sometime between\u00a0<\/span>the Roaring \u201920s and the 1950s<\/span>, there was a shift in thinking\u00a0<\/span>regarding<\/span>\u00a0what makes a person successful<\/span>, a shift to<\/span>:\u00a0<\/span>personality traits,\u00a0<\/span>charisma, skills, techniques, a positive attitude, etc.<\/span>\u00a0In the literature of sales from the 1960s and 1970s you can\u00a0<\/span>actually see<\/span>\u00a0that it is\u00a0<\/span>acceptable to \u201cstretch the truth\u201d or use \u201cmanipulative\u201d techniques to push the customer\/client to\u00a0<\/span>buy. And this, by extension, came to be part of \u201cselling yourself.\u201d\u00a0<\/span>Today, we have people lying on their CVs and in job interviews, simply to land the job.<\/span><\/span>\u00a0<\/span><\/p>

These actions are\u00a0becoming habits\u2014habits that\u00a0bleed over into our work.\u00a0\u201cWhite lies are\u00a0OK,\u201d which is just another way of saying \u201cThe end justifies the means.\u201d\u00a0And once we start down this road, it can become a very slippery slope.\u00a0Indeed,\u00a0we have seen the consequences of this in the Volkswagen debacle (where VW lied about their\u00a0diesel emission levels and were eventually caught). And\u00a0it\u2019s\u00a0not just VW:\u00a0Daewoo,\u00a0Enron,\u00a0Lehman Brothers, Theranos, Wells Fargo,\u00a0Deloitte (2x! for generating reports using AI, which were based on \u201challucinations\u201d), etc.<\/span>\u00a0<\/span><\/p>

So, the lack of character in leaders\u00a0isn\u2019t\u00a0inconsequential\u2014it\u2019s\u00a0fundamental to the operations of\u00a0companies. So, we see where we are, but, again, \u201cHow did we get here?\u201d\u00a0I think part of the answer\u00a0lies in how we develop leaders.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Many years ago, I worked with\u00a0catechism\u00a0teachers. We\u00a0had a little exercise where I asked 3 questions:<\/span>\u00a0
\u00a0\u00a0 1. How many of you have something about yourself you\u00a0don\u2019t\u00a0like? [everyone]<\/span>\u00a0
\u00a0\u00a0 2. How many of you have children? [those with children]<\/span>\u00a0
\u00a0\u00a0 3. How many of you see in your children those things you\u00a0don\u2019t\u00a0like about yourself?<\/span>\u00a0
\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 [everyone with children]<\/span>\u00a0<\/span><\/p>

Why? Why do we see in our children those things about ourselves that we\u00a0don\u2019t\u00a0like?\u00a0It\u2019s\u00a0because children\u00a0are watching us\u2026all the time.\u00a0And those actions that are habits\u00a0(that we\u00a0don\u2019t\u00a0like)\u00a0in our lives are the things that children imitate.<\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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In our training on Communicating Across Generations, we talk about how managers today (actually, all through history) need to \u201craise\u201d<\/span>\u00a0or \u201cbring up\u201d new joiners.<\/span>\u00a0They need to help them adjust to working life and to the culture of the company.<\/span>\u00a0And in practice? It means new joiners and younger employees\u00a0<\/span>are watching their managers and other company leaders<\/span>\u2014they see how you act\u2026and they imitate you.<\/span>\u00a0And this is the evidence that \u201ccharacter is\u00a0<\/span><\/span>caught<\/span><\/span><\/strong>, not\u00a0<\/span><\/span>taught<\/span><\/span><\/strong>.\u201d\u00a0<\/span>In other words, company culture is caught, not taught.<\/span><\/span>\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Something\u00a0I\u2019ve\u00a0experienced talking to organizations is\u00a0that many leaders\u00a0\u201cDelegate the process\u00a0of leadership development\u00a0to HR\/L&D\u201d.\u00a0At first, it seems like a good idea\u2026until you realize that HR\/L&D don\u2019t work with the employees\u00a0on a daily basis.\u00a0How are HR\/L&D supposed to help employees develop\u00a0habits.\u00a0How are employees supposed to \u201clearn\u201d from HR\u2014how do they \u201ccatch\u201d\u00a0company culture\u00a0from\u00a0HR?\u00a0Yes,\u00a0HR\/L&D\u00a0can \u201cplant\u201d some thoughts and ideas. But who waters? Who takes care of the idea and helps it become an \u201caction\u201d and later a \u201chabit\u201d?\u00a0Those are the leaders of the organization.<\/span>\u00a0<\/span><\/p>

To summarize: Yes, HR\/L&D can provide some training\u00a0and learning opportunities for employees (<\/span>NOTE<\/span><\/b>:\u00a0<\/span>not<\/span><\/i><\/b>\u00a0future leaders, because everyone is a potential future leader). But they need to\u00a0engage\u00a0the leadership of the organization\u00a0in the process of developing\u00a0younger employees. Mentoring programs are good\u2026it\u2019s\u00a0just that they are\u00a0a beginning.\u00a0The leadership of the organization needs to embrace their role (and responsibility) of\u00a0raising up\u00a0the next generation of leaders.\u00a0And a keep element of that is instilling in those leaders that one of their primary responsibilities is to\u2026raise up the next\u00a0generation of leaders.<\/span>\u00a0<\/span><\/p>

Written by\u00a0John Held<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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[1] The Leadership Crisis Is Here \u2013 And Most Companies Aren\u2019t Ready<\/span><\/span><\/a>\u00a0(2025)<\/span><\/span>\u00a0<\/span>
<\/span>The Global Crisis of Leadership: The Lack of True Leaders in Modern Society | LinkedIn<\/span><\/span><\/a>\u00a0(2024)<\/span><\/span>\u00a0<\/span>
<\/span>The U.S. is in a Leadership Crisis, New Survey Reveals<\/span><\/span><\/a> (2025)<\/span><\/span><\/p>

[2]Though this saying appears in The 7 Habits of Highly Effective People by Stephen Covey, it is generally attributed to \u201can old proverb\u201d or is \u201cunattributed wisdom.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

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