Leading with Integrity: Lessons from True North by Bill George

In an era where public trust in institutions is under increasing strain and leadership is frequently scrutinised, True North: Discover Your Authentic Leadership by Bill George offers a refreshing and deeply human perspective on what it means to lead with integrity. Rather than prescribing a rigid, one-size-fits-all leadership model, George encourages readers to embark on a personal journey of self-discovery, one that leads to a more grounded, values-driven, and sustainable form of leadership.

This approach is particularly relevant for those working in local government, where the pressures of public accountability, political complexity, and resource constraints can often pull leaders away from their core values. In such an environment, authenticity is not a luxury, it is a necessity. Leaders who understand themselves, remain true to their principles, and lead with purpose are better equipped to navigate complexity, build trust, and make a meaningful impact in their communities. This blog explores the core lessons of True North and their relevance to local government officers in the UK. It highlights how authenticity, self-awareness, and purpose can serve as powerful tools for leadership, helping individuals not only to lead more effectively, but also to find greater fulfilment in their roles.

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1. Discovering Your True North

At the heart of True North is the idea that every leader possesses an internal compass, what George refers to as their “true north.” This compass is not imposed from the outside; rather, it is shaped by each individual’s personal values, life experiences, and sense of purpose. When leaders align their actions with this internal guide, they lead with authenticity, clarity, and integrity.

“Just as a compass points toward a magnetic field, your True North pulls you toward the purpose of your leadership.”

This metaphor is particularly resonant for those in public service, where the day-to-day demands of bureaucracy, political negotiation, and public scrutiny can easily cause leaders to drift from their original motivations.

For local government officers, discovering your true north involves a process of deep reflection. It means asking yourself: Why did I choose to work in public service? What motivates me to keep going, even when the work is difficult or thankless? What values do I want to embody in my leadership? What kind of legacy do I hope to leave behind?

These are not abstract or philosophical questions, they are practical tools for staying grounded in the face of competing demands. Leaders who are clear about their true north are more resilient, more consistent in their decision-making, and more trusted by their teams and communities. They are also more likely to experience a sense of purpose and satisfaction in their work, which is essential for long-term wellbeing and effectiveness.

2. The Power of Life Stories

One of the most distinctive and compelling aspects of True North is its emphasis on the power of life stories. George argues that authentic leadership is rooted in self-awareness, and that self-awareness begins with understanding your own life journey.

“You can’t know where you’re going until you know where you’ve come from,”

The book features dozens of real-life stories from leaders across a wide range of sectors, including business, politics, healthcare, and social enterprise, who share the pivotal moments that shaped their leadership. These stories are not always tales of triumph; many involve failure, hardship, or personal struggle. But they are honest, and it is this honesty that makes them so powerful.

For local government officers, this approach offers a valuable framework for reflection and growth. Taking the time to explore your own formative experiences, both personal and professional, can help you understand the values, beliefs, and behaviours that underpin your leadership style. What challenges have you faced? What lessons have you learned? How have those experiences influenced the way you lead today? Sharing these stories with colleagues can also foster a deeper sense of connection and empathy within teams. In a sector where collaboration is essential and morale can be fragile, storytelling can be a powerful tool for building trust and strengthening organisational culture.

Moreover, life stories can serve as a source of inspiration and resilience. When leaders revisit the moments that tested them, and remember how they overcame adversity, they are reminded of their strength, their growth, and their capacity to lead with courage and compassion.

3. The Five Dimensions of Authentic Leadership

One of the most practical and enduring contributions of True North is Bill George’s framework of the five dimensions that define authentic leadership. These dimensions are not abstract ideals or personality traits reserved for a select few, they are qualities that can be cultivated through reflection, experience, and intentional practice. Together, they form a holistic model for leading with integrity, especially in complex, people-centred environments like local government.

Purpose

Authentic leaders are driven by a clear sense of purpose. They understand why they lead and who they serve. This purpose is not rooted in personal ambition or external validation, but in a genuine desire to make a difference. For local government officers, this might mean improving the quality of life in a deprived neighbourhood, ensuring vulnerable residents receive the care they need, or creating opportunities for young people to thrive. Purpose provides direction, motivation, and resilience, especially when the work is difficult or thankless.

Values

Values are the moral compass of authentic leadership. Leaders who act in alignment with their core beliefs are more consistent, trustworthy, and principled. In the public sector, where decisions often involve competing interests and ethical dilemmas, values serve as a guide for doing what is right rather than what is easy or expedient. For example, a leader who values fairness might advocate for equitable access to services, even if it means challenging the status quo.

Relationships

Authentic leaders build strong, genuine relationships based on trust, mutual respect, and open communication. They are not aloof or transactional; they take the time to connect with others, listen actively, and show empathy. In local government, where collaboration across departments, agencies, and communities is essential, relational leadership is a key enabler of success. It fosters teamwork, reduces conflict, and creates a culture of inclusion and belonging.

Self-discipline

Self-discipline is the ability to stay focused, composed, and consistent, especially under pressure. It involves managing your emotions, setting boundaries, and following through on commitments. For local government leaders, this might mean maintaining professionalism during a heated council meeting, staying calm in a crisis, or resisting the temptation to cut corners. Self-discipline builds credibility and helps leaders earn the respect of their teams and constituents.

Heart

Finally, authentic leaders lead with heart. They demonstrate compassion, empathy, and emotional intelligence. They care about the people they serve and the people they lead. This doesn’t mean being soft or indecisive, it means recognising the human impact of your decisions and treating others with dignity. In local government, leading with heart might mean taking the time to listen to a resident’s concerns, even when your schedule is packed, or supporting a colleague who is struggling with burnout.

These five dimensions offer a comprehensive roadmap for authentic leadership. They are not separate silos, but interconnected qualities that reinforce one another. For example, a strong sense of purpose can strengthen self-discipline, while deep relationships can help clarify values. When practised together, they enable leaders to navigate complexity with confidence, build trust with stakeholders, and create lasting positive change.

4. Building a Support Team

Another key insight from True North is that leadership is not a solo journey. While popular culture often celebrates the lone visionary or heroic figure, George emphasises that authentic leaders are supported by others. They surround themselves with a “support team”, a trusted group of mentors, peers, friends, and confidants who provide guidance, feedback, and encouragement.

This concept is especially relevant in local government, where the pressures can be intense and the stakes high. Leaders are often expected to make difficult decisions, manage competing demands, and respond to crises, all while maintaining public trust and political neutrality. In such an environment, having a reliable support network is not just helpful, it’s essential.

A support team can take many forms. It might include colleagues within your council who understand the local context and can offer practical advice. It could involve mentors from other authorities who bring a fresh perspective and broader experience. It might also include community leaders, professional coaches, or even close friends and family members who provide emotional support and honest feedback.

The value of a support team lies in its ability to keep leaders grounded. These are the people who remind you of your values when you’re under pressure, who challenge you when you’re veering off course, and who celebrate your successes when you’re too busy to notice them yourself. They help you reflect, recharge, and realign with your true north.

Support teams also play a crucial role in preventing burnout. Leadership in the public sector can be isolating, especially at senior levels. Having a safe space to share doubts, decompress, and gain perspective can make the difference between resilience and exhaustion.

Importantly, building a support team is not a sign of weakness, it’s a sign of wisdom. It reflects the understanding that leadership is relational, not individualistic. By investing in these relationships, leaders not only strengthen themselves but also model a culture of collaboration and mutual support within their organisations.

5. Staying True in Times of Change

Authentic leadership, as Bill George emphasises, is not a fixed destination, it is a dynamic, evolving journey. “The journey to authentic leadership is a lifelong pursuit,” he writes, reminding us that staying true to our values requires ongoing reflection, adaptation, and growth. This insight is particularly relevant in today’s fast-changing world, where leaders are constantly navigating uncertainty, complexity, and competing demands.

In local government, the pace and scale of change can be especially intense. Officers must respond to shifting political priorities, tightening budgets, evolving legislation, and rising public expectations, all while managing day-to-day operations and long-term strategic goals. Add to this the pressures of crises such as the COVID-19 pandemic, climate emergencies, or social inequality, and it becomes clear that the ability to remain grounded in one’s values is both a challenge and a necessity.

In such a dynamic environment, it’s easy for leaders to become reactive, focused on firefighting rather than reflection. Yet this is precisely when self-awareness becomes most important. Without regular opportunities to pause and reconnect with their core purpose, leaders risk becoming disconnected from their motivations, their teams, and the communities they serve.

That’s why intentional self-reflection is a cornerstone of authentic leadership. Whether through journaling, coaching, mindfulness, or peer discussions, leaders must create space to step back, reassess their direction, and realign with their “true north.” This practice not only enhances personal resilience but also strengthens decision-making, emotional intelligence, and ethical clarity.

For example, a local government officer facing a difficult budget decision might use reflection to explore not just the financial implications, but the human impact, and how their values can guide a compassionate, transparent approach. Similarly, during organisational change, a leader who takes time to reflect on their role and responsibilities is more likely to lead with empathy and confidence.

Ultimately, staying true in times of change is about cultivating inner stability in the face of external turbulence. It’s about knowing who you are, what you stand for, and how you want to lead, regardless of the circumstances. This kind of leadership is not only more sustainable, but also more inspiring to those around you.

Conclusion: Leading from Within

True North is not a manual for how to lead, it’s a guide for how to be. It challenges leaders to look inward, to understand themselves deeply, and to lead from a place of authenticity, purpose, and integrity. In doing so, it offers a powerful antidote to the performative, transactional, and often superficial models of leadership that dominate much of public life.

For local government officers, this message is both timely and empowering. In a sector where the work is often undervalued, the challenges immense, and the scrutiny relentless, authentic leadership offers a path to renewal. It reminds us that leadership is not about titles, status, or control, it is about service, courage, and impact.

By discovering and staying true to your own “true north,” you can lead with greater clarity, compassion, and confidence. You can build stronger relationships, make wiser decisions, and inspire others to do the same. And in doing so, you can help create a public sector that is not only more effective, but more human.

In the end, True North invites us to lead not from a script, but from the heart. It calls us to be the kind of leaders our communities need, authentic, grounded, and guided by purpose. And that, perhaps, is the most powerful legacy any leader can leave behind.