The Greengrocer’s Sign: A Lesson in Leadership Dignity from Davos

This is not a political article, it is a leadership article, in which I reflect on leadership under pressure — and what happens when integrity, presence, and dignity are tested.

In my last leadership reflection, I wrote about the difference between Motion and Direction—how easily busyness replaces clarity the moment pressure returns.

This week I wanted to write a post about Presence. When our calendars are full again, how do we react and show up under pressure, how does it impact our decision-making?

But then I saw the speech pf Mark Carney, the PM of Canada. It inspired me, not just for what he said but for who he was when he said it. I felt that his words and his composure reflected what I wanted to write about. A leader who embodied Clarity, Presence, and Direction. He says aloud what many leaders think, and he paints a strategic, long-term view.

The Trap and Cost of Strategic Compliance

In his speech, Carney referred to Václav Havel’s essay, The Power of the Powerless. He spoke of Havel’s “greengrocer”, a shopkeeper who places a sign in his window every morning that reads: “Workers of the World, Unite!”

The greengrocer doesn’t believe the slogan. In fact, nobody does. He displays it simply to avoid trouble and to signal his compliance. Havel called this “living within a lie.” Mark Carney used the metaphor as his central message. And he used it as a wake-up call when he said: “Friends, it is time for companies and countries to take their signs down.” In doing so, he points out the trap and the cost of strategic compliance.

I distilled three key elements from Carney’s speech which I believe are so important for leaders today:

1. The courage to stand by our values, even when it’s uncomfortable.

When we signal compliance with things we don’t believe in — e.g. a culture or a strategy that causes friction with our values —we create a system that is fragile. Whereas when we stay rooted in our values and shared purpose, especially under pressure, it allows us to lead from Integrity. It gives us the courage to speak up, and it supports our long-term credibility as leaders. When even one person takes the sign out of their window, the illusion starts to crack, and real change can start.

2. We need connection, not fortresses that isolate.

In an unstable world, our instinct is to retreat, to build fortresses and to protect. But we –people nor organisations– don’t thrive in isolation. We thrive in Connection. Connection, makes us more resilient. Carney spoke of being “Principled and Pragmatic.” Principled in staying true to our values. Pragmatic in recognising that progress is often incremental and that not every partner will share all of our beliefs. It’s about building a dense web of connections where the depth of the relationship reflects our values. It’s about being stable and reliable in an unstable world.

3. The power and responsibility of Hope.

Carney was clear: "Nostalgia is not a strategy." Leadership isn't about mourning what isn't coming back. It’s about being grounded in reality, naming that reality as it is, and taking the responsibility to provide a path forward. A path forward provides Hope.

According to recent Gallup research, hope is one of the most powerful differentiators for followers, more than trust, compassion, or stability. Hope activates us, it makes us agents of change without being naive. Leaders who give guidance and can provide a positive outlook linked to the organisational purpose –despite challenges and uncertainty– improve both performance and the quality of human life itself.

The choice between alignment and dignity

Whether in a democracy or a boardroom, leadership is about having the composure to stand tall for what we believe in. It is easier to place the sign in the window when the pressure is on, but leadership also is about Dignity and about (Self-)Respect.

Reflecting on the global stage this week, reminded me of James Ensor’s painting, "The Intrigue." It shows a colourful, chaotic crowd of masks. But the Ostend master knew a secret: masks don't always hide our personalities; they can also reveal our true nature.

In leadership, the question isn’t whether pressure will return — but who we become when it does.

Warmly,

Christel

CREDIT: James Ensor, “The Intrigue” (1890). Royal Museum of Fine Arts Antwerp (KMSKA). Photograph by the author.