Most corporate values statements (e.g., "integrity") are unactionable and don't change internal culture. Effective leaders codify specific, observable behaviors—the "how" of working together. This makes unspoken expectations explicit and creates a clear standard for accountability that a vague value never could.

A core value, such as a need for trust, can be a leader's greatest strength or weakness. Without self-awareness, it drives toxic behaviors like micromanaging. With self-awareness, that same value becomes a tool for explicitly setting expectations and building a strong team culture.

Instead of just preaching integrity, leaders must actively design systems that don't reward employees for achieving goals unethically. Character is what someone does when no one is looking, so a leader's role is to structure the environment to prevent integrity breaches before they happen, rather than just reacting to them.

The ability to be vulnerable and authentic as a leader often isn't a sudden "aha" moment. It is the cumulative result of navigating significant professional failures and profound personal challenges. These events strip away ego and force a re-evaluation of priorities, leading to genuine empathy.

Kaufman's '22-second leadership course' posits that everyone is searching for someone they can completely trust—a person who is principled, courageous, competent, and kind. Instead of trying to 'get people to like you,' effective leadership is simply becoming that person. This approach naturally attracts loyalty and builds strong teams without manipulation.

To counteract the unconscious changes that come with power, leaders should pre-commit to their values. Identify two or three mentors or peers who will tell you the uncomfortable truth and hold you accountable to a written list of personal red lines you create before your values begin to shift.

Honesty alone is insufficient for leadership because day-to-day realities can be volatile. Effective leaders provide stability by being consistently honest. This creates a predictable environment, manages expectations, and allows team members to know exactly what they are signing up for.

A leader's most difficult but necessary task is to be truthful, even when it hurts. Avoiding hard realities by "fluffing around" creates a false sense of security and prevents problems from being solved. Delivering honest feedback empathetically is critical for progress and building trust, distinguishing effective leaders from ineffective ones.

Committing to regularly telling a trusted friend where you've been out of integrity creates a psychological "forcing function," making you more likely to choose the honest path in the moment to avoid having to confess later.