Archive for the ‘Beliefs’ Category
“Leaders Should Set a Clear and Decisive Tone at the Top”
The wealth, power and influence of the great leaders is widely known. How they achieved it is another issue unto itself. They were people of achievement, capability and resilience. They had their personal convictions continually tested as they faced countless and enormous difficulties and challenges. Yet, it was their character, ethics, morals and values that utterly defined them as great leaders. In the quest for wealth, fame and power, many individuals will tend to sacrifice these qualities on the altar of achievement.
Admiral Hyman Rickover in a 1977 speech stated, “There is abundant evidence around us to conclude that morals and ethics are becoming less prevalent in people’s lives. The standards of conduct, which lay deeply buried in accepted though for centuries no long are absolute. Many people seem unable to differentiate between physical relief and moral satisfaction; they confuse material success in life with virtue.” What distinguished the great leaders from typical ones was their refusal to sell themselves out, or to compromise their integrity for the sake of money, power or prestige.
Rickover was prophetic. Since his remarks, this country has seen corporate scandal after scandal occur, including a stable of well-known companies, such as Drexel Burnham, Enron, Arthur Anderson, WorldCom, Tyco International, Countrywide, AIG, and Lehman Brothers, just to list a few. The actions of a handful of wealthy and influential leaders threw the country into a financial panic, as well as a lengthy and deep recession. It resulted in costing millions of individuals and families their homes, savings and retirements. It destroyed trust and credibility within our society. This was further exasperated when many of the companies and leaders who were directly responsible for such pain and misery became isolated from the consequences of their actions and behaviors through government bailouts, generous “golden parachutes,” and performance bonuses.
Sharon Allen, Chairman of Deloitte LLP wrote in the introduction to The Deloitte LLP 2010 Ethics & Workplace Survey, “Regardless of the economic environment, business leaders should be mindful of the significant impact that trust in the workplace… By establishing a values-based culture, organizations can cultivate the trust necessary to reduce turnover and mitigate unethical behavior…. Ultimately, an organization’s most senior leaders should set a clear and decisive tone at the top.”
“Ethics and moral judgment are not new concepts for leadership. They have been identified as critical characteristics of leadership over the last century. An organization’s leaders help define the culture, values, standards, and moral character of the organization having ramifications both inside and external to the organization. Ethical leaders have been found to display pride yet reject selfish and conceited behavior… Ethical leaders are not normally high-profile charismatic leaders but are quiet leaders moving ‘patiently, carefully, and incrementally…’”
The great leaders are defined by who they are as individuals. They have all been shaped by their character, morals, values, integrity and ethics. These are the values that define them as being truly great and valuable, whether or not they actually achieved publically recognized pinnacles of success.
- Admiral Rickover H.C., Thoughts on Man’s Purpose in Life (speech presented at the San Diego Rotary Club, 1977)
- The Deloitte LLP 2010 Ethics & Workplace Survey (Deloitte LLP, August, 2010)
- Scharff M.M., WorldCom: A Failure of Moral and Ethical Values (Journal of Applied Management and Entrepreneurship, July 2005)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Seven Practical Applications of Ethics
An organization and each of its employees, wherever they may be located, must conduct their affairs with uncompromising honesty and integrity. Business ethics are no different than personal ethics and the same high standard applies to both. As a representative of their company all employees are required to adhere to the highest standard, regardless of local custom.
Everyone is responsible for their own behavior. We live in a culture where responsibility and accountability are minimized, with individuals hiding behind the label of “victim” as an excuse for their actions. There is right and wrong, black and white, but many would prefer to operate in shades of gray. As long as they do not cross the line, they feel that they are fine. As long as no one catches them, their behavior is acceptable.
Individuals operating in shades of gray feel ethics are not as important as the legality of their actions and think the ends justify the means. After all it is a results-driven environment and it is the results that matter.
While certain actions might be legal, they may also be unethical and reflect poorly on an organization as well as the individuals responsible for them. If these actions are tolerated and allowed, an organizational culture is created that undermines the customer’s confidence in the company, as well as its products and services and ultimately destroys its reputation in the marketplace.
Allowing even a single unethical activity can pull a thread that ultimately unravels the cloth of an organization. Actions have consequences and unethical actions and their consequences can have a rippling effect within a company. If all employees understand this and apply it to their actions and the actions of their colleagues, it will result in a stronger company. Both the company and an employees’ ongoing employment within it require compliance to this philosophy.
Ethical behavior cannot be legislated. It is a combination of strong values and the impact of the example set by peers and superiors. To better appreciate ethics, individuals must understand how the following factors interact with each other to impact their actions, behaviors and decisions:
Values
Values are the principles or standards of personal behavior. Most values are shaped early in life by parents, families, friends, teachers and spiritual leaders. As individuals mature, their values can be changed or biased by their experiences and the choices they make in life. Specific examples of sound values include honesty, integrity, trustworthiness, fairness and a sense of justice.
A primary value possessed by most individuals is acknowledging the difference between what is right and what is wrong. How one acts on this knowledge is the core of both value-based and ethical behaviors.
Norms
Norms are the guidelines or guiding values that define behavior in specific situations. Norms governing employee behavior can be formed by organizations, informally created by groups, or established by individual values. Some examples of organizational norms include:
- Every employee is 100% responsible for their behavior.
- Ethics are ethics.
- There is no difference between business and personal ethics.
- Ethics are critically important in both business and in life.
- Employees are expected to act ethically 100% of the time.
- Whether they will be discovered or not, employees must always do the right thing.
- There are leadership obligations, which include giving clear direction and teaching fellow employees by example.
- It is an employee’s obligation to keep those they supervise acting ethically.
- Employees are expected to stop unethical acts, even if they think it will jeopardize their job.
Convictions
A conviction is a firmly held belief or opinion and can include one’s values, beliefs, corporate values and norms. A company’s strong ethical program relies upon employees’ uncompromising belief or conviction in “always doing the right thing.” This underlying conviction is the foundation for success.
Integrity
Integrity means acting unbiased by self-interest and within the framework of one’s values and norms. One of the most generally accepted norms of organizational behavior is that an individual’s private interests or desire to benefit personally should not influence how they carry out their responsibilities. An employee is corrupt when he or she damages the company by deriving personal benefits and gains from their decisions and actions.
Choices
Ethics is the collection of values, norms, standards and principles that provides a framework for action. Action requires individuals to make choices. Ethical choices often create personal dilemmas, where decisions may conflict with one’s personal values and beliefs. The bottom line in ethical behavior is determined by the individual choices one makes in both their business dealings and in their personal lives.
Ethical choices and decisions are unquestionably difficult to make. Some may impact profitability, employment or even personal relationships. The dilemma often lies in defining “the right thing,” which is not always obvious. This often involves determining and weighing the various consequences specific decisions will have on the problem or situation. Ethical decision making is further complicated by all involved parties emotionally arguing their positions. Emotional arguments are subjective and tend to charge the decision making environment. The right choice or “the right thing” will be an objective choice free of emotionalism. Once identified, the decision should be straightforward.
Courage
It takes courage to be ethical in the current cultural environment. Ethical decisions can be unpopular because of their impact on both the company and other employees. They can be stressful because of a fear of retribution or reprisals within the company and from others.
Courage must come from the uncompromising convictions, values and beliefs supported by an organization’s ethical philosophies and reinforced by the belief in “always doing the right thing.”
Behaviors
Integrity or ethical behavior is guided by each of the factors discussed within this lesson including values, norms, convictions, integrity, choices and courage. None is independent of the others and each supports the others. They are what define your behaviors as either ethical or unethical. Together they provide you with the guidelines that define your behavior.
Excerpt: Business Ethics: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 19.95 USD
Related:
You Are Judged by the Actions You Take
Emotional Bonds are a Reflection of a Leader’s Effectiveness
Six Ways to Enhance Your Personal Credibility
Can You Be Trusted? The Answer May Surprise You
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Self-Belief Fuels a Strong Sense of Optimism
Do you believe in yourself, your abilities and possess the confidence to succeed in life? It is impossible to develop a high degree of confidence without first having a strong sense of self-belief. This implies knowing without a doubt that you can do it, no matter what you realistically set your mind to do. “Henry Ford had tremendous self-belief and he constantly preached on it. He would hire workers [who] didn’t know [the] understand the meaning of impossible and would keep pushing the limits of their imagination.” [1]
Without a strong sense of self-belief, Estée Lauder (Estée Lauder) would never have even taken her first steps forward. “A tireless believer in herself, in her wares, and in hard work, Lauder haunted a purchasing agent at Saks Fifth Avenue, New York’s classy department store, until she landed a small order. From there, she staked out her ever larger, ever more laden counters in the nation’s leading emporiums.” [2]
Self-belief fuels a strong sense of optimism. Jeff Bezos (Amazon) observed: “Optimism is essential when trying to do anything difficult because difficult things often take a long time. That optimism can carry you through the various stages as the long term unfolds. And it’s the long term that matters.” [3]
Self-belief and optimism provide effective leaders the means to overcome adversity and failure, as was exhibited by John Chambers (Cisco) when he saw his revenues collapse. “Cisco executives say Chambers always believed that Cisco would come out of the bust stronger. ‘We’re extremely optimistic that John Chambers will see to the success of all of us,’ says Mona Hudak, a Cisco manager. ‘We really are trying to build a great company that’s built to last,’ Chambers says.” [4]
Theodore Vail (AT&T) originally left AT&T after the initial investors did not concur with his vision of the company. After J.P. Morgan (J.P. Morgan Bank) acquired AT&T, Vail was brought back to implement his vision. “Vail’s determination and his confidence in the telephone company’s future were unshaken by the fact that the money market was dangerously sagging and recession loomed ahead.
“’When Mr. Vail came back to the telephone company as president,’ an executive at the Chicago associated company later recalled, ‘telephone men and the public generally recognized that somebody was there who not only knew the telephone business, but the world’s business, and it restored confidence.’ Vail was more than just a ‘telephone man;’ he was a knowledgeable entrepreneur, in his 20-year absence from the company, his successful business ventures had made him a millionaire several times over.” [5]
- Henry Ford – Leadership Case Study (http://www.leadership-with-you.com)
- Guzzardi Jr. Walter, The U.S. Business Hall of Fame (Fortune Magazine, March 14, 1988)
- Walker, Rob, Jeff Bezos Amazon.com – America’s 25 Most Fascinating Entrepreneurs (Inc. Magazine, April 1, 2004)
- Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)
- Fry Annette R., Man of Decision (Bell Telephone Magazine, March-April 1975)
Excerpt: Great! What Makes Leaders Great, What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI, 2011) Read a FREE Chapter.
Related:
You Don’t Choose Your Passions, Your Passions Choose You
The Sheer Power of a Leader’s Personal Determination
Your Commitment to Others Defines You as a Leader
Your Personal Vision Anchors You to Weather Your Storms
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Where Did Our Values Originate From?
Many of the values that define a leader originate from military codes of honor. These were rooted in medieval codes of chivalry. However. The one individual who had the most influence in the creation of values that define American leaders is Benjamin Franklin.
According to Wikipedia: “Franklin is credited as being foundational to the roots of American values and character, a marriage of the practical and democratic Puritan values of thrift, hard work, education, community spirit, self-governing institutions, and opposition to authoritarianism both political and religious, with the scientific and tolerant values of the Enlightenment. In the words of Henry Steele Commager, “In Franklin could be merged the virtues of Puritanism without its defects, the illumination of the Enlightenment without its heat.” To Walter Isaacson, this makes Franklin, “the most accomplished American of his age and the most influential in inventing the type of society America would become.”
These values are still evident within our society and are reflected in the values that leaders are expected to espouse. However there is a noticeable deterioration of these values over time and these could be responsible for many of the leadership problems observed today, either by imbalance or by corruption of this value system.
If you would like to learn more about the great American leader’s beliefs and values, through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2009 Timothy F. Bednarz All Rights Reserved
How Would Contemporary Leaders Be Viewed Back Then?
If it would be possible to travel in time, how would our contemporary leaders be viewed by our Founding Fathers?
The Founding Fathers would be displayed to find the overall deterioration of values they highly prized. However, they would not be surprised, since they observed these values displayed by the aristocrats of the European courts and warned that their introduction would lead to the destruction of the country as they envisioned it.
Our contemporary leaders would not have been allowed to rise to positions of power. The lone exception would be the positions that were obtained through inheritance and wealth. Yet these individuals were viewed as suspect.
Many of the self-serving actions of leaders that led to the destruction of companies and cultures would have led to personal ruin and disgrace, while tolerated, if not hailed today.
The question is why have we as a society allowed the deterioration of values and allowed self-serving leaders to destroy our society and personal security?
Before we can understand how to restore real leadership, we need to understand the answers to this question.
If you would like to learn more about the great American leader’s beliefs and values, through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2009 Timothy F. Bednarz All Rights Reserved
Has Leadership Changed or Evolved Over Time?
My examination of the leadership characteristics of prominent leaders over all periods of American history initially shows that they differ from one period to another.
For instance if you compare the characteristics of the Founding Fathers versus leaders of today, you will discover that while both share common characteristics, the Founding Fathers have a set of unique characteristics that are not demonstrated by today’s leaders.
Characteristics such as virtue, valor, patriotism, and resolve had real meanings in the context of the times, while today, they tend to be meaningless and antiquated terms, only seen on monuments or in contemporary correspondence. They had real meaning to these leaders and were highly valued.
Personal vision for the Founding Fathers was something that allowed them to endure long years of adversity and keep them focused on the ultimate goal; the founding of the Republic.
Another term is beloved. Can you imagine a leader called beloved, yet George Washington was. His officer corps wanted to crown him king. The states only ratified the Constitution on the premise that Washington would be president. He was the only president to receive 100% of the electoral vote. He was truly beloved as a leader by the citizens of the United States.
As one reviews the leadership characteristics over time, a clear deterioration of values is evident to the point that many or non-existent in contemporary leaders. This may be one reason for the lack of leadership that is on display in many sectors of our society.
If you would like to learn more about the great American leader’s beliefs and values, through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2009 Timothy F. Bednarz All Rights Reserved