Living Leadership Deliberately and Ethically: Focusing on What Really Should Matter

 "I cannot believe that our factory system is the best mode by which men may get clothing....The principal object is, not that mankind may be well and honestly clad, but, unquestionably, that the corporations may be enriched." Henry David Thoreau, Walden

In this statement from Henry David Thoreau's Walden, the author questions whether our "factory system" of production is the best means to provide clothing for people. As he points out, the factory has an unquestionable objective or purpose, which is to "make money and enrich its owners." Its objective is not to see that individuals are "well and honestly clad." In other words, by its existence, the factory is not concerned with how well, functionally or comfortably, individuals are dressed; it seeks to make money. 

Now, that certainly doesn't mean that factories or businesses can't have two purposes. It could seek both profitability and the good of its consumers, but Thoreau points to that, inevitably, the factory has to sometimes decide which object or purpose is primary, and sadly, too often, we live in a world where material advantages outweigh the good of individuals or even society.

Educational leaders face this ethical choice every day, and even make choices sometimes unconsciously. They weigh the "good of the institution" with its sole purpose being survival against what it actually delivers of value to its students, teachers, and staff. In these instances, "Survival of the Institution" reigns supreme when leaders make decisions that try to preserve the educational system, school or even university, and ignore the needs of its constituents, or even take actions detrimental to those individuals. For example, when a new initiative, new program is to be implemented, the consequential effects of that endeavor can be easily ignored or cast aside if it is seen to support the primary objective of an institution of self-preservation. In this situation, it may even implement at the expense of one of its constituent groups or individuals. In the modern school, these decisions are sometimes made at the expense of a student.

All this raises an important question for me: To what purpose or objective does my institution align itself to? Can I ethically accept and work and live according to that in my own journey of living deliberately as a leader? 

Ultimately, as a leader, you won't find answers to these questions in mission statements. The answers to these questions are found in what your organization does on a daily basis. Actions speak louder than words, and the actions of a school system, school or institution of higher education can erase any carefully constructed mission statement. I choose to "live deliberately every day as a leader" and that sometimes mean I am a "thorn in the side" or even that scratching sound on the chalkboard." I do not live by mission statements, because they can be easily be manipulate, twisted or ignored. I try to live deliberately by making each day count.