When Values Become Excuses: A Guide For Principled Leadership

“Most of the evil in this world is done by people with good intentions.” — T.S. Eliot

The other week, I was talking with a business owner. He’s very committed to principled leadership. But his principles, or more specifically, the way he practices them, keep him broke and stressed.

He’s been struggling for years. I don’t see any indication that he’s willing to change.

I didn’t offer to help. Not because I don’t care. But because he’s committed to doing things his way.

Please understand me: I believe in leading by principles or values. Anyone who works with me learns this. But sometimes what we call a principle is something else, dressed up as a principle. Sometimes “being principled” is simply a mask for ego, fear, insecurity, timidity, or just stubbornness.

The owner I spoke with isn’t being held back by his principles. He’s being held back by what his principles hide.

Seven Examples of How Principles Can Hide Dysfunction

1. Rigidity Over Adaptability

When principles become unexamined rules instead of guides.

Description: A principle may be wise in many situations, but not all. Leaders confuse unrelenting consistency with wisdom.

Examples:

• “I keep all my commitments” — This isn’t a ‘virtue’ if I also refuse to examine the quality of the commitments I make or my capacity to deliver. Also, if professional commitments consistently override family commitments. It can be a mask for a lack of self-discipline, the need to please, or avoidance of deeper responsibilities.

• “We always promote from within” — ignoring when no one inside is qualified for a critical role, or feeling insecure about hiring from outside.

• “We make decisions together” — even when collaboration slows urgent action or compromises accountability.

Impact: Leaders become unable or unwilling to adapt to the complexity, urgency, or scale of the challenges they face. It rationalizes harm done or opportunities missed. Principled leadership must allow for discernment and flexibility to be effective.

2. Ego Disguised as Integrity

When the principle props up a leader’s identity more than it serves others.

Description: Principles can be used to protect our self-image of being loyal, caring, generous, humble, rather than serving others well or being effective.

Examples:

• “I reward loyalty” — by giving someone a position or responsibility they can’t handle, because I want to be seen as loyal and generous.

• “I care for my people” — but only in visible, first-order ways (leniency, bonuses, quick favors), not the deeper second-order ways (hard feedback, structure, long-term vision).

• “I believe in trust and respect” — yet I give neither, but expect both in return, because I see myself as principled.

Impact: The principle becomes an identity performance, masking things like fear or narcissism. Leaders practicing principled leadership must be careful not to let identity distort impact.

3. Externalized Cost

When others bear the burden of your “principled” stance.

Description: Leaders uphold a value, but the consequences land on others.

Examples:

• “We believe in second chances” — but being redemptive isn’t coupled with healthy accountability. The team carries the dysfunction, covers the gaps, or absorbs the fallout.

• “We include everyone” — so people who shouldn’t be in key meetings or decisions are given influence they’re not equipped for.

• “We don’t fire people easily” — which sounds compassionate, but when this is a refusal to address problem behaviors or performance, it punishes high performers and is corrosive to morale.

Impact: The organization becomes unstable or resentful. Others absorb consequences without a say. Healthy principled leadership considers collective cost.

4. Moralizing Comfort

When a personal discomfort is elevated to a universal virtue.

Description: A preference or fear is reframed as a moral issue. This creates confusion, double standards, or poor judgment calls.

Examples:

• “We don’t want to be too corporate” — which means avoiding structure, feedback loops, or performance metrics, while claiming “authenticity” or “a family feel.”

• “I don’t sell—I let my work speak for itself” — really masks fear of rejection, but it’s presented as a righteous stance against being ‘salesy’.

• “We don’t believe in hierarchy” — so no one has authority, decisions are stalled, and influence is wielded informally instead.

Impact: Cultural incoherence. Bad judgment is excused by good intentions. Clarity and best practices are sacrificed to avoid discomfort. This distorts principled leadership into defensive behavior.

5. Delayed Accountability

When a principle is used to avoid owning failure or changing course.

Description: A “principled” rationale is retrofitted to justify poor outcomes. Failure becomes martyrdom instead of a signal for change.

Examples:

• “We stuck to our values” — after the business collapses due to neglecting quality control or refusing to replace a failing leader.

• “We believe in collaboration” — after a lack of clear ownership derails a launch.

• “I wanted to honor the relationship” — after giving influence or access to someone who caused reputational harm.

Impact: The leader avoids reflection. The organization cannot learn. Poor results are reinterpreted as a sign of martyrdom or ‘we were doing the right thing.’ Principled leadership should always be accountable to results.

6. Principle as Fear Avoidance

When a value shields you from facing discomfort or conflict.

Description: Fear is rationalized as virtue. You’re not principled, you’re scared, but you don’t want to look scared.

Examples:

• “We’re a kind, collaborative team” — which is code for “we don’t confront problems or name elephants in the room.”

• “I believe in second chances” — because I hate hard conversations and hope things will fix themselves.

• “I want to care for people” — so I avoid performance feedback or necessary dismissals that would actually help others grow or protect the team.

Impact: Dysfunction festers. Accountability systems break. Cultural trust erodes. Authentic principled leadership means being brave enough to face what’s hard.

7. Misalignment with Outcomes

When the principle no longer achieves what it was meant to protect.

Description: A value is preserved for its own sake—even after it stops serving the mission.

Examples:

• “I want to be accessible to those who can’t afford me” — which leads to financial strain, compromised delivery, or burnout.

• “I take care of my people” — but I’ve created a co-dependent environment where no one grows, and top talent leaves.

• “We reward loyalty” — but no one else trusts our leadership because we promote based on tenure, not readiness.

Impact: The principle creates inertia. The mission suffers. Virtue signaling becomes more important than outcomes. Principled leadership must continually align principles with evolving results.

Good principles produce good results.

They don’t serve as a mask to allow you to dodge growth or responsibility. They don’t exist to make you feel good.

Principled behaviors should produce good returns. If yours don’t, stop and look deeper. What are you really protecting?

Take good care,
Christian