James O\u2019Toole has been a distinguished voice in the areas of business ethics and leadership for nearly three decades. With several books under this authorship and a resume that includes several roles served in federal leadership, O\u2019Toole not only has classical education but a wealth of experiential learning. A Social Anthropologist by training, O\u2019Toole addresses the roots to several common leadership and organizational health challenges seen in all sectors of business. In the article \u201cSpeaking Truth to Power: A White Paper,\u201d O\u2019Toole addresses the challenge of speaking truth to those with positional power and the implications that result. O\u2019Toole utilizes examples from both the ancient past and the present to paint a picture of organizations that welcome candor and those that oppositional thought and opinion a threat to power. Ultimately, O\u2019Toole argues for organizations to foster cultures that welcome feedback and transparency, allowing employees at all levels of infrastructure to engage in the process.<\/p>\n
There were several connections I made between O\u2019Toole and the other readings:<\/p>\n
I also appreciated O\u2019Toole discussing the role of integrity in the process. He states, \u201cIndeed, integrity by and of itself is an insufficient virtue\u2026. Yet, at the same time, all other virtues are insufficient without integrity.\u201d[1]<\/a> He goes on to list the six criteria that turn truth virtuous:<\/p>\n It has to be truthful<\/p><\/blockquote>\n<\/li>\n It must do no harm to innocents<\/p><\/blockquote>\n<\/li>\n It must not be self-interested (the benefits must go to others, or to the organization)<\/p><\/blockquote>\n<\/li>\n It must be the product of moral reflection<\/p><\/blockquote>\n<\/li>\n The messenger must be willing to pay the price<\/p><\/blockquote>\n<\/li>\n It must not be done out of spring or anger.[2]<\/a><\/p><\/blockquote>\n<\/li>\n<\/ol>\n This list made me think of 1 Corinthians 13 and Paul\u2019s discussion on the tangibility of love. The other story brought to mind when reading through this article was that of Esther. Her courage and willingness to lose her life, speaking truth to the king in order to save the Jewish people from destruction. Contextually, Esther was risking her life by speaking when not first summoned, and even more so, she was a female pointing out the error of thinking for a powerful male. I am left with the challenge of wondering if I would have done the same if I were in her position.<\/p>\n As a female in leadership, I wish I did not identify with the article as much as I do. While over the years I have had wonderful, empowering male and female bosses, I have found few organizational cultures with senior leadership in which \u201cthe presence of excessive amounts of testosterone almost always leads to a loss of hearing\u201d is not true.[3]<\/a> I have witnessed and experienced organizational unhealth when there is an imbalance of representation at senior levels of decision-making, generally fostering an environment of silent frustration that ultimately loses significant talent at all other levels. When people do not feel that they have access to speak truth and\/or any truth would be dismissed or mis-categorized, the motivation to work with excellence for the organization diminishes. While I have had significant favor in my current position and feel privileged that I hold positional power with top decision makers and am encouraged to speak boldly and honestly, I find myself just as frustrated when patterns of unhealth are perpetuated by either inaction or the active choice towards toxic behaviors and culture. What I continually reflect on in my own leadership is:<\/p>\n Recently, I had a new hire question a partner organization that we have been working with for years. The employee was challenging if the organization was following best practices with community development philosophies, doing more harm to local communities, and the like. In that moment I knew regardless of my personal feelings towards the organization, I needed to make their questions land in a safe place. I asked for further clarification, provided some context and initial reasonings behind the support of the organization, and asked them to present me with additional information to review (articles, audits, etc.) for further consideration. The employee felt heard and valued and I knew in that moment my self-differentiation had been developing. I realized in that situation that I appreciated the challenge and I don\u2019t know that the leader I was several years ago would have nor would have responded in the same manner. I hope that as I continue to grow in my leadership, both abilities and positional power, that the spheres of influence I have will continue to be ones in which candor is encouraged, transparency reciprocal, integrity is evident, and individuals are valued for who they are and their contribution to the whole.<\/p>\n [1]<\/a> O\u2019Toole, \u201cSpeaking Truth to Power: A White Paper\u201d<\/p>\n\n
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