Leading From the Inside Out
While the entrance of diverse knowledge, technology and information has its good aspects, the same can affect culture and the workings of a modern organisation. I’ve had great interest in the topic of organisation culture because I think it does a lot not only to the success of an organisation but also to the local or global impact that an organisation wants to achieve. Culture can create exponential results and positive impact in the world and conversely, a toxic work environment. [1]
Even though culture can naturally form within a team, a leader is a critical shaper of organisation culture. As I am wrapping up my current role and preparing for the next, I have been meeting different teams (where I work) and saying goodbye to them. During these meetings we get to talk and share memories of our time together and I realised that I had a lot to do with creating an environment of trust and joy at work. In the daily grind of things, it didn’t seem like anything I was doing was meaningful; but I knew the mountain we needed to scale and managed to rally people around a dream of a vibrant work culture. The personal sacrifice was immense and echoing Simon P. Walker, it came a cost and a good dose of courage. Walker also asserts something that I heard reiterated in all my recent “goodbye meetings” that “leadership is about who you are, not what you know and what skills you have.” This is quite profound and different from the idea of how a leader is viewed. He seems to create harmony between “the person” and the “role” and points us to the idea of becoming a better human, always. Even though hearing the wonderful feedback from my team was great, I am more aware that even though technical competency is important to the success of an organisation, what leaves the greatest impact in the lives of those we serve, is the principle of leading out of who we are. [2]
Backstage work
As a Christian, leading, from the inside out, has implications (for me). For example, in every leadership scenario, there are difficult and trying moments as there are great triumphs; the hills conquered, the rivers crossed and so on. When the tougher times come, does the fruit of the Spirit as outlined in Galatians 5:22- 23 (love, joy, peace, forbearance, kindness, goodness, faithfulness, 23 gentleness and self-control)[3] show up in my interactions? Does integrity override instances where there is lack of integrity? Am I cultivating practices that will give me the moral authority to challenge the status quo? Am I doing the hard (backstage) work of examining my actions, intent and behavior? How long am I willing to wait to see the results? Walker references leaders like Martin Luther King Jnr and Moses (in the Bible) who never even saw the “fruit” of their labor. Furthermore, their ambitions came at a huge personal sacrifice and several inflection points where they could have given up and thrown in the towel. On the other hand, Mandela did taste freedom, but it also came at a cost. But locked up in a tiny cell, for 27 years without knowing whether he’d be released or not a lot of backstage work was happening. [4]
A possible pathway to transformative leadership
Reflecting on the challenges of our time whether in the workplace or handling the issues of our age, I wonder if cultivating these traits as an individual can lead to transformation of our workplaces and societies. If the leaders who were gathered at the infamous meeting a few weeks ago, had wrestled with their inner selves as Walker suggests, could the outcome have been different? Can you imagine the positive implications for the world had it been so? Walkers book and my recent interactions are teaching me that the backstage life of a leader has significant implications for what we see on the front stage. Walker suggests that this hard introspective work can be transformative – in the long run. He writes, “virtually every significant decision that has proved to be for the good of humankind has come at a cost,” and that “appropriate leadership, in contrast, involves being open to the other persons agenda, and genuinely responsive to their needs.” Looking at the state of the world, this seems like a radical and unpopular mindset. But not so for the aspirational Christian leader. Paul says in his letter to the Philippians, “Do nothing out of selfish ambition or vain conceit. Rather in humility value others above yourselves.”[5] Knowing what we know of the world today, could this be a self-differentiator?
“Never before have we been so aware of the interconnectedness of the choices our leaders make.” Simon P. Walker
[1] McCormick, Bruce A., ed. What’s Responsible for Business Success or Failure? It’s– the Organization’s Culture! Amherst, Mass: HRD Press, 2008.
[2] Walker, Simon P. Leading out of Who You Are: Discovering the Secret of Undefended Leadership. Carlisle: Piquant, 2007.
[3] Galatians 5:22-23
[4] Walker, Simon P. Leading out of Who You Are: Discovering the Secret of Undefended Leadership. Carlisle: Piquant, 2007.
[5] Phillipians 2:3-4
About the Author
Alex Mwaura
12 responses to “Leading From the Inside Out”
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Alex,
You ask foundational questions that we must evaluate. This reminds me of Poole’s framework for evaluating decisions and reflective learning. So often, during or after hard times, we don’t take the time to self-evaluate whether the Fruit of the Spirit was displayed through us.
As you look at Martin Luther King Jr. and Moses (even Mandela), what characteristics do you see in them that allowed them to continue without forming deep bitterness at the slowness of others to accept the change they were proclaiming?
Great question Darren. As I look at these three men, forgiveness was a key trait given the issues they were handling. They also had deep conviction of their mission/calling, patience and long-suffering.
I love that as you left that role you experienced words of appreciation for you and your leadership Alex! Well done!
I think focusing on the fruits of the spirits is so essential in this theme, because that should surely be our main measure.
I teach that leaders choose and set the culture of an organisation and that is non negotiable or there will be division which always hurts people. That is the role of a leader and that chosen, thought through and clearly articulated culture will be a reflection of their values of humanity, expressed in every interaction, decision and vision.
I got shouted at when i taught this to a massive charity in Scotland by two young twenty somethings in front of about 300 people on what was called a trauma informed training organisational training day. It was about day 8 of my training over a year or more, but I was shocked at their level of anger (which of course was fear of being controlled and the powerlessness of that) and I had to remain calm, kind and determined, and respond with firmness but also recognise the fear that they would not want me to draw attention to. They fought that they could choose their own culture within the organisation and wouldn’t agree that it always comes from the leader or leadership team. I however see that as our responsibility as senior leaders to carry out and then reflect on the implementation of it and experience of it for others and tweak and change as appropriate.
What do you think?
Thanks for the kind words, Betsy. It’s all by God’s grace. I am so sorry to hear you go shouted out at the organisational training day. More and more I realize that individuals come to the workplace with different experiences, traumas, fears, hope, and mindsets formed over time. While it’s not the job of the senior leader to resolve these (at work), we can set the right culture and work environment to help teams have a common vision of a healthy workplace, despite individual difference and experiences. So, I agree with your point on that. It’s tough work but necessary.
Walker’s assertion that significant, transformative decisions come at a cost invites us to reflect on the personal sacrifices leaders must make to prioritize the common good. This resonates with Brené Brown’s work on vulnerability[1], where she argues that leaders must be willing to step into discomfort and uncertainty to foster trust and meaningful connections. However, our current societal structures often reward decisiveness and assertiveness over introspection and humility. The result is a tension: the qualities we most need in leadership are frequently undervalued in practice.
History teaches us that the leaders who truly transform societies—such as Nelson Mandela or Mahatma Gandhi—were those willing to endure criticism, sacrifice personal comfort, and prioritize collective well-being.
Ultimately, the transformation of workplaces and societies begins with individuals willing to engage in the hard work of introspection. Whether informed by Walker’s insights, Brown’s research on vulnerability, or Paul’s wisdom, the challenge is the same: to lead with integrity, prioritize the needs of others, and embrace the costs of meaningful change.
[1] Brown, Brene. The power of vulnerability [Video]. TED Conferences. June 2010
https://www.ted.com/talks/brene_brown_the_power_of_vulnerability
Thanks for your insights, Jess and for sharing the link to Brene Brown’s video. I’ll watch it. Isn’t it a paradox that while vulnerability, service and personal sacrifice are key to unlocking transformative change, the exact opposite is what is driving leaders at work and politically? However, there is hope and I like your point that it takes individuals. If several individuals can take on these qualities then eventually positive and transformative change will emerge.
Alex,
I appreciate your thoughts and continued wrestling with culture and the connection with effective (or ineffective) leadership. Reflecting on your recent changes in roles and employers, I had a leader share with me that employees or team members remember when a leader entered and exited roles and not much in between. After reflecting on his comments, I realized it was more about poor exits potentially overriding all the goodwill of the successful experiences during the journey. When you had the chance to recently sit down with your team members, what was surprising in their tone and message? Did you take away any key learnings beyond what you had initially anticipated?
The events in recent weeks had me flabbergasted… to a point. It just set the bar at a different level than I had anticipated. The changes in technology in the last 100 years bring leaders to the front and center for everyone to witness. There is not a choice to avoid. The 1960 Nixon/Kennedy presidential candidate debates 1960 were the first on television in the United States and had a definitive impact on the election results. I have repeatedly loved watching “The King’s Speech” about George V’s ascension to the throne in the 1930s. He reminds me of Moses as an individual who is called into leadership not of their own accord but because both were challenged with speaking impediments of some fashion. There is an episode in the movie where his father delivers the Royal Christmas Message and then shares that wireless will change their world. The curtain to the front stage was reduced significantly with the adoption of newer technology.
It sounds as if you were able to spend time backstage contemplating the feedback?
Interesting perspective, Michael. You are right, the leaders every action is now more public than every. And I loved watching “The King’s Speech”! For my team, the tone was healthy, reminiscent and hopeful. They saw something about the workplace that they wanted to retain despite my departure and this was very encouraging to me. While I was very keen about creating a healthy work environment, I wasn’t aware that process had a created a positive impact in their (and my) lives as individuals and collectives.
I completely agree with you, Alex! The reading highlights that leadership really focuses on who we are rather than just what we know. When we collaborate as a team, our personalities play a crucial role, and it’s wonderful to recognize the unique personalities of our teammates too. While people may notice our outward appearance and the way we work, it’s often in those quiet moments and behind-the-scenes efforts where the real magic happens!
Thanks, Ivan. Ever since reading this book, I have become more aware of the impact of backstage work on my leadership.
Alex,
The emphasis on leading from who you are, rather than just relying on technical competencies, is a powerful message. Your recognition that the “backstage” work (those introspective moments of growth and moral reflection) is crucial to transformational leadership, adds a meaningful layer to the concept of authentic leadership.
How have your personal values and experiences shaped the culture you’ve created within your team, and how do you envision continuing to cultivate these values?
Great question, Linda. For me, I try cultivate values that shape who I am in Christ and are demonstrated by the fruit of the Spirit as outlined in Galatians 5:22-23. This gives me the posture to create a space for our collective positive values to emerge (as a team) and we then reflect and reinforce those in our day-to-day work. This means some people may pick my positive values and I may pick some of theirs too.