Leadership Q&A: Radical Authenticity

In light of the accounting scandals that shook the finance world, how can CFOs regain the trust of their organization's stakeholders and the public at large? John Cummings, associate editor at Business Finance magazine, explored this question with Bill George, former chairman and CEO of Medtronic Inc. and author of "Authentic Leadership: Rediscovering the Secrets To Creating Lasting Value" (Jossey-Bass, 2003).

John Cummings: What is an authentic leader, and how does a CFO set about becoming one?

Bill George: An authentic leader is one who manages or leads in a genuine way, with a clear sense of purpose, and practices a clear set of values that guide their leadership, rather than trying to emulate other leaders or trying to fit in or make a good impression. One of the problems we've had in the last generation is that leaders were people who were chosen for their external impressions -- for their charisma rather than their character and for the image they created rather than the integrity they lived with.

I think we need to get back to people who are who they are -- leaders who can establish long-term, connected relationships with the people they're trying to lead. They're down-to-earth and not just trying to look good on TV. More importantly, they are able to inspire people who want to follow their lead because they know what they're about; they know their sense of purpose and their values, and they lead from the heart.

In this day of analytic tools and financial models and economic structures, we've lost sight of how important it is to lead with the heart. What I mean by that is, to have a sense of compassion for the people you're working with; a passion for the business; a sense of empathy for both your customers and your employees; and finally, the courage to go against the numbers and make a courageous decision -- the courage to do the right thing in the face of overwhelming odds.