Around this time of year, we see people use the messages of Martin Luther King, Jr. to serve their own purpose.  Many of the generation who were alive during his time, are still alive today. The echoes of their decisions impact us today as we see people pick and choose which of MLK’s messages they wish to carry on into the future, and which they twist to fit their own narrative. How can MLK’s messages guide my leadership to advocate for the things I believe in?

For reference:

And:

MLK quotes too radical to be white-washed

Leaders often learn that with their role comes increased scrutiny and risk. When we use that leadership to advocate, the act of speaking out means those who disagree or those who are jealous of our accomplishments will look to tear us down.  For some, it costs them their literal lives, like MLK, who become martyred for their cause.  For others, it means words, deeds, and intentions are used against them, either directly or through misrepresentation.  These consequences arise out of the relationships leaders have with those around them, relationships with themselves, and with those impacted by the actions of their leadership.

Who are we as leaders?

I’ve written in previous posts about perspectives both through bias and through x-person perspective.  The bias quadrant can inform us about ourselves and those we talk with, to understand how we see the world through subjective vs objective lens as well as singular vs pluralistic preferences.  The person-perspective can move the “camera” of the conversation from internal, to external, and increasing levels of abstraction. So, let’s use these tools to reflect by asking some key questions:

First Person

• Mission: Am I who I want to be as a leader?
• Accountability: Are my actions and words in alignment?
• Integrity: Are these actions and words in alignment with my values?
• Subjectivity: Am I clear on my feelings and judgements about my advocacy? How have these feelings and judgements served me and my message?
• Objectivity: Am I clear on the facts of the matter at hand? Have I done my research? What more can I learn?
• Ownership: Do I own the impact of my words and deeds intended and unintended?

Second Person

• Mission: How do you see me as a leader? Am I serving your needs? As the subject of advocacy or as the person with the power to decide, am I an effective bridge? How can I function better as that bridge when working with you?
• Accountability: Am I living up to my agreements with you? If not, what can I do to get back into accountability?
• Integrity: Are my values complementary to yours? I may not share all of your same values, but where do we find common ground?
• Subjectivity: How do you feel and what do you think about me as a leader, and vice versa? How do these feelings and judgements serve our relationship?
• Objectivity: What facts can we agree on? How do we differ?
• Ownership: What is the impact of my words and deeds upon you? What are you doing to communicate and reflect back to me?

Third Person

• Mission: How does the world view my leadership? What is my impact upon those who do not have a direct relationship with me?
• Accountability: Are my actions and words in alignment with the needs of the subject of advocacy?
• Integrity: Are my values in complementary with the larger population of people I surround myself with?
• Subjectivity: How do I stand compared to the projections placed upon me? Who am I in my audience’s eyes?
• Objectivity: Am I clear in my communication with my audience? Where do we share and where do we differ in the facts at hand?
• Ownership: What is the impact of my message to my audience? What is my call to action and how will they carry it out into the world? What can I see in their words and actions to refine my message?

Fourth Person

• Mission: What is the outcome or impact of the message I’ve delivered? Reflect on the core purpose highlighted by Simon Sinek in Start with Why Ted Talk.
• Accountability: Which group is advancing my work, and how aligned are their actions and messages with the original intent?
• Integrity: What values define the groups and organizations emerging from my efforts, and how are these values manifested in their actions?
• Subjectivity: Consider how these groups perceive and categorize others. What emotions and biases might they project, and how do they define ‘insiders’ versus ‘outsiders’?
• Objectivity: Examine the factual accuracy in their narratives. What procedures ensure facts are distinguished from opinions and feelings? What steps are necessary for continuous knowledge growth and refinement?
• Ownership: Does the organization accept responsibility for its actions, especially when outcomes extend beyond individual influence? This reflects Jocko Willink’s principles in “Extreme Ownership.”

Conclusion

Reflect on these questions and think about how the evolution from personal to collective perspectives shapes your leadership, much like the diverse interpretations of MLK’s message. How does your leadership and advocacy maintain integrity in a world where messages can be twisted? Share your thoughts and insights with me, whether through comments or our Discord Community. Let’s engage in a dialogue to ensure our leadership echoes our true intentions and values.