Lexington, KY - If you think leadership is a dead or dated concept, odds are you haven't met Harry Kraemer. In his new book, From Values to Action: The Four Principles of Values-Based Leadership, Kraemer argues that there is now a unique opportunity for values-based leaders who "in doing the right thing, deliver outstanding and lasting results."
The author points out that the National Leadership Index 2010 showed that Americans' confidence in their leaders was "significantly below average" for the third year in a row. The majority view is that America is in a leadership crisis. The means to address that crisis, Kraemer holds, is by utilizing values-based leadership.
Kraemer, now a professor at Northwestern University's Kellogg School of Management, was formerly the chairman and CEO of Baxter International, the multibillion-dollar global health care company. With one foot firmly planted in academic excellence and the other in business best practices, Kraemer provides a uniquely compelling perspective to leadership.
While From Values to Action is a handbook that can be used effectively by leaders at all levels, it is particularly directed at those directing large corporations. Values-based corporate leadership is in crucial demand today at a time when unethical practices, financial scandals and betrayals of employee and consumer trusts dominate the headlines.
Such a concept is a level above the idea that leadership is nothing more than the ability to influence others. Values-based leaders must use their influence to pursue what matters most - that is, the greater good. These leaders seek to inspire and motivate others to be their best and make a positive impact on the world beyond their companies, according to the author. Contrary to some thinking, this ultimately increases shareholder value and return.
Kraemer has pinpointed four principles of value-based leadership, developed during more than 30 years in business. These include self-reflection, balance, true self-confidence and genuine humility. He points out from the onset that the principles are interconnected, building on one another.
The book is divided into three sections. Part one explores each of the four principles. The second part presents the elements of a values-based organization. In the final section, Kraemer shows how to put the elements together, demonstrating the best means to lead a values-based organization.
Leadership starts with self-reflection, the author believes. Too often aspiring leaders try to pattern themselves after other recognizable leaders - Jack Welch, Ronald Reagan or maybe even the "you're fired" persona of Donald Trump. A leader should be grounded in the real world and reflective of choices in line with personal values. Staying consistent with who you are, your priorities and goals is central to leadership.
"The more you self-reflect," Kraemer says, "the better you know yourself: your strengths, weaknesses, abilities and areas to be developed."
Balance, the second principle of values-based leadership, is the ability to see problems and issues from all angles - including those opposed to your own. With great insight, Kraemer shares his own struggles as president of Baxter in developing product launches. Effectively balancing the diverse input of all team members translated to clearer understanding and acceptance when decisions were made.
The third of the four principles, true self-confidence, is an "inner quality that establishes your leadership and enables you to empower your team." The author shares his stories of speaking up and even going over his bosses to express his opinion when he was confident he was right. Only by first mastering the principles of self-reflection and balance was he able to do so.
Genuine humility may seem in short supply at the executive level, but Kraemer insists that it is vital for staying grounded. It is this quality that not only builds teams by recognizing the worth of others, but also showcases who you are as a person and leader. Kraemer is a great example of such humility. While CEO of a $10 billion company, he drove a six-year-old Toyota and often flew in coach on business trips. Starting in a cubicle or "the cube," he worked his way to the executive suite, never forgetting the lessons he had learned.
Kraemer builds upon this foundation to explore how to create a values-based organization. He effectively details how to select the right people, communicate effectively and implement strategy. Once completed, he describes how to prepare for what he terms the 3 C's - change, controversy and crisis.
From Values to Action provides a simple yet profound framework of the four values-based leadership skills and also realistic and insightful means to apply them. At a time when issues of leadership seem lost, Kraemer's book is an extraordinary compass for finding our way.