courage

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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.

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

Written by Timothy F. Bednarz, Ph.D.

December 6, 2013 at 12:10 pm

Posted in Accountability, Beliefs, Character, Emotional Standing, Ethical Leadership, Ethics, Trust

Tagged with behaviors, business, choices, convictions integrity, courage, decision-making, employees, ethical behavior, ethics, managers, norms, principles, problem solving, standards, values

The Bonding Power of Shared Sacrifice

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There is a strong bond created between leaders and employees, shareholders and constituencies who share sacrifices for the good of the organization.

To make my point, I need to set the stage. I would like to quote from an article by George L. Marshall, Jr., The Rise and Fall of the Newburgh Conspiracy: How General Washington and his Spectacles Saved the Republic

“By early 1783, active hostilities of the American Revolutionary War had been over for nearly two years and commissioners Franklin, Jay, and Adams were still negotiating in Paris to establish a final treaty with Great Britain. With a formal peace almost secured and with no fighting to do, the Continental army had grown bored and restless, but Congress had decided to retain it as long as the British remained in New York to ensure that the gains of seven years of fighting would not be lost.

Disillusionment and doubt had been building among many officers of the army, then headquartered at Newburgh, New York. Born out of this growing loss of morale and confidence was a conspiracy to undertake a coup d’etat and establish a military dictatorship for the young United States, a plot to be styled later as the Newburgh Conspiracy. At the last minute, General George Washington, commander in chief of the army, and his reading spectacles intervened and prevented this drastic step from occurring…

By late morning of March 15, a rectangular building 40 feet wide by 70 feet long with a small dais at one end, known as the Public Building or New Building , was jammed with officers. Gen. Gates, acting as chairman in Washington’s absence, opened the meeting. Suddenly, a small door off the stage swung open and in strode Gen. Washington. He asked to speak to the assembled officers, and the stunned Gates had no recourse but to comply with the request. As Washington surveyed the sea of faces before him, he no longer saw respect or deference as in times past, but suspicion, irritation, and even unconcealed anger. To such a hostile crowd, Washington was about to present the most crucial speech of his career.

Following his address Washington studied the faces of his audience. He could see that they were still confused, uncertain, not quite appreciating or comprehending what he had tried to impart in his speech. With a sigh, he removed from his pocket a letter and announced it was from a member of Congress, and that he now wished to read it to them. He produced the letter, gazed upon it, manipulated it without speaking. What was wrong, some of the men wondered. Why did he delay? Washington now reached into a pocket and brought out a pair of new reading glasses. Only those nearest to him knew he lately required them, and he had never worn them in public. Then he spoke:

“Gentlemen, you will permit me to put on my spectacles, for I have not only grown gray but almost blind in the service of my country.”

This simple act and statement by their venerated commander, coupled with remembrances of battles and privations shared together with him, and their sense of shame at their present approach to the threshold of treason, was more effective than the most eloquent oratory. As he read the letter to their unlistening ears, many were in tears from the recollections and emotions which flooded their memories. As Maj. Samuel Shaw, who was present, put it in his journal, ” There was something so natural, so unaffected in this appeal as rendered it superior to the most studied oratory. It forced its way to the heart, and you might see sensibility moisten every eye.”

Finishing, Washington carefully and deliberately folded the letter, took off his glasses, and exited briskly from the hall. Immediately, Knox and others faithful to Washington offered resolutions affirming their appreciation for their commander in chief, and pledging their patriotism and loyalty to the Congress, deploring and regretting those threats and actions which had been uttered and suggested. What support Gates and his group may have enjoyed at the outset of the meeting now completely disintegrated, and the Newburgh conspiracy collapsed.”

George Washington is the premier role model in the history of American leadership for many reasons. There are many legend and myths associated with him. The example of his leadership during the Newbury Conspiracy demonstrates how the bond of shared sacrifice and personal humility literally changed the course of American History. It’s unclear whether Washington intentionally tapped into this power or whether it was unintentional. Regardless he was able to tap into a strong emotional bond forged through sacred sacrifice and adversity.

One might say that was then and this is now. How does Washington apply to me? Leadership goes beyond the bottom line. Leaders recognize the value of the people, especially the right people that they are tasked to lead. Whether fighting a war, building a business or overcoming economic adversity, emotional bonds are formed. Leaders are tested and often experience one or more defining moments. Emerging on the other side of adversity, leaders and their organizations are stronger for it. When future obstacles occur, both are better prepared to handle them. This was one of Washington’s defining moment and his officers were prepared to follow him.

Written by Timothy F. Bednarz, Ph.D.

September 6, 2013 at 10:24 am

Seven Practical Applications of Ethics

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Values

Norms

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

Integrity

Choices

Courage

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

Excerpt: Business Ethics: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 19.95 USD

If you would like to learn more about improving business ethics in your company, refer to Business Ethics: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.
________________________________________________________________________________________
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
Linkedin | Facebook | Twitter | Web | Blog | Catalog | 800.654.4935 | 715.342.1018

Written by Timothy F. Bednarz, Ph.D.

February 7, 2012 at 11:12 am

Posted in Decision Making, Employees, Ethics

Tagged with behaviors, business, choices, convictions integrity, courage, decision-making, employees, ethical behavior, ethics, managers, norms, principles, problem solving, standards, values

Research Executive Summary – What Makes Leaders Great

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The following executive summary details the findings of my extensive research of 160 great and influential leaders, spanning 235 years.

The premise of my research is that in order to understand what defines effective leadership, one must study the actions and behaviors of the great leaders. If one examines this premise, then several questions become readily obvious:

How did some individuals earn the mantle of greatness?
What defines them as great, and what were they able to achieve that others did not?
What lessons can be learned and applied from the examples they provide?

My research and analysis aims to answer these questions, and specifically defines and focuses on the key reasons why specific individuals are considered great leaders, including:

They acquired legitimacy by establishing trust, credibility, respect and emotional bonds and standing with all of their key constituencies.
They were selfless, placing the needs of others before themselves.
They epitomized courage, competence and candor.
They consistently reflected their personal values of humility, empathy and humanity.
A prolonged period of adversity, disappointment, discouragement and failure early in their careers, defined their character, shaped their vision and values, refined their critical thinking and established their legitimacy as a leader.
They were able to identify and take advantage of major economic shifts to fuel the growth of their company into a dominant market leader.
They acquired the right skills and abilities to take advantage of the opportunities presented to them.
They were master architects and builders, immersing themselves in the details of their business.
They were practitioners of ruthless efficiency, improving the customer’s experience while driving down costs and increasing profit through market growth.
They exhibited the talent to execute and get things done, while acquiring a passion and zeal for the execution of their plans and strategies.
They exhibited proficiency as consummate masters of marketing and building emotional connections to their brands.
Many created a demand for their products and a market where none existed before.
They built high performing organizations by focusing on attracting the right people to their companies, and utilizing their individual strengths by placing them in the right jobs.
They exhibited the intellectual honesty to completely comprehend the reality surrounding their circumstances, employing a factual approach to decision-making, objectivity and open-mindedness.
They generated enduring organizational values that mirrored their personal attitudes, values, thinking and work ethics.
They generated stellar and balanced financial performance due to a long-term, strategic perspective, rather than through focusing on short-term profitability and shareholder-value.

SPECIFIC FINDINGS

Vision

The great leaders created strong, simple and deep visions that defined their purpose, shaped their thinking, and influenced their decisions.

They defined their major purpose in life, and staked their existence on achieving it.
They cultivated a strong, enduring and lifelong vision of where they wanted to go and what they wished to achieve.
They kept their eye on the ball through a sustained long-term focus.
They generated a mission focus, clearly specifying what they wanted to achieve.
They effectively prioritized to keep their organizations focused on what was important for accomplishing their vision and mission.

Values

The great leaders generated enduring organizational values that mirrored their personal attitudes, values, thinking and work ethics.

They acquired a deep sense of integrity and courage of their personal convictions.
They exhibited a strong moral compass, guided by deeply held religious values.
They developed and relied on a strong internal compass, incorporating it into their beliefs, guiding principles and core values.
They displayed unwavering principles and uncompromising ethical standards.
They possessed a deep personal sense of responsibility toward others.
They assumed a universal servant mentality, which was derived from personal empathy and humility.

Crucible

The great leaders experienced a prolonged period of adversity, disappointment, discouragement and failure early in their careers, which ultimately defined their character, refined their critical thinking and established their legitimacy as a leader.

Emerging Markets

The great leaders identified emerging market opportunities and trends that offered tremendous advantages.

They became market leaders in emerging markets.
They experienced tremendous levels of growth, fueled by dramatic expansions in their external markets.
The tremendous levels of growth allowed them to dominate their markets and industries.

Business Creation

The great leaders capitalized upon the opportunities presented to them.

They utilized the process of business creation and development to build a sound foundation for generating sustained profitability.
They exhibited high degrees of confidence in themselves, and in their own ideas.
They boasted a strong sense of intuition, supported by wisdom and common sense.
They acquired accurate and circumspective thinking skills.
They persisted, refused to quit or accept defeat, fueled by their determination and resolve.

Capabilities

The great leaders acquired the right skills and abilities to take advantage of the opportunities presented to them.

They exemplified visionary thinking, anticipating the future with an acute sense of clairvoyance.
They embraced change to capitalize on new and emerging markets.
They perceived failure as a learning experience rather than as a defining event.
They used their failures to channel their thinking into a more fruitful direction.
They viewed mistakes and failure as an acceptable part of innovation.

Attention to Details

The great leaders conscientiously focused and immersed themselves in details.

They investigated new possibilities as imaginative, curious and investigative thinkers.
They employed thorough and adequate preparation.
They personally prepared themselves through in-depth study and analysis.
They accumulated a mastery of knowledge and expertise as life-long learners.

Intellectual Honesty

The great leaders carefully calculated the gains and consequences of their decisions so as not to place themselves or their companies in jeopardy.

They exhibited a sense of intellectual honesty for completely comprehending the reality surrounding their circumstances.
They employed a factual approach to decision-making, being objective and open-minded.
They permitted their actions and decisions to be challenged, while also challenging others’ thinking, perspectives and points of view.

Architects of Growth

The great leaders were architects and builders of growth.

They created detailed blueprints.
They forged building blocks of growth.
They fostered growth.
They built and grew their companies.

Ruthless Efficiency

The great leaders effectively practiced the concept of “ruthless efficiency.”

They improved the quality of their product.
They improved their customer experiences by building products faster and cheaper.
They did everything possible to drive down all associated costs.
They built and sustained profitability by increasing sales volumes.

Execution

The great leaders were masters of execution.

They acquired a passion and zeal for execution of their plans and strategies.
They exhibited the talent to execute and get things done.
They kept their finger on the pulse of their business.
They effectively linked structure to their actions.
They manifested a depth of personal commitment to execution.

Right People

The great leaders built high-performing organizations by focusing on attracting the right people to their companies, and utilizing their strengths by placing them in the right jobs.

They respected their employees as being valuable assets.
They recognized that their companies were comprised of people and not faceless assets.
They harnessed the organizational power of their people.
They empowered, motivated and inspired their employees through delegation and team building, and creating a supportive environment.
They exhibited the ability to effectively communicate sweeping strategies.

Marketing

The great leaders exhibited proficiency as consummate masters of marketing.

They built emotional connections to their brands.
They created a demand for product and a market for their products where none existed before.
They established the infrastructure to support innovation.

Organizational Reputation

The great leaders produced a strong organizational reputation that became a projection of their attitudes, values, decisions and actions.

Financial Performance

The great leaders generated stellar and balanced financial performance due to a long-term perspective, rather than by focusing on short-term profitability and shareholder-value.

They concentrated on their customers, not on creating wealth and developing shareholder value, considering both of these to be outcomes, not a primary driving force.
They leveraged resources to drive down costs.
They maintained a strategic focus on long-term growth to sustain their business.
They simplified their organization’s business process.
They acquired the operational savvy to deliver on quality financial goals.
They viewed value creation as a measurement tool, consistent with their vision and values.
They perceived wealth creation as a consequence of their strong vision and subsequent focus.

SUMMARY

The findings of my research substantiates that effective leadership does matter. Great leaders have a strong enduring influence and impact upon the performance of their companies. Unless their vision, values and practices are continued by their successors, the performance of their organization vastly diminishes after their retirement or departure.

Adapted from Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, 2011)

If you would like to learn more about how the great American leaders built great companies 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.

Written by Timothy F. Bednarz, Ph.D.

September 27, 2011 at 12:19 pm

Posted in Execution, Leadership, Performance

Tagged with abilities, competence, courage, credibility, critical thinking, decision-making, empathy, execution, humanity, humility, intellectual honesty, Leaders, Leadership, legitimacy, market leader, objectivity, open-mindedness, passion, plans, ruthless efficiency, skills, strategies, thinking, trust, values, vision and values, work ethics

Where Did Our Values Originate From?

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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.

Written by Timothy F. Bednarz, Ph.D.

December 23, 2009 at 1:00 am

Has Leadership Changed or Evolved Over Time?

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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.

Written by Timothy F. Bednarz, Ph.D.

December 21, 2009 at 1:59 pm

Posted in Beliefs, Legitimacy, Values

Tagged with accountability, adversity, courage, courage of convictions, inspire, Leadership, leadership characteristic, leadership practices, personal example, responsibility, role mode, values, vision

The Bonding Power of Shared Sacrifice

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There is a strong bond created between leaders and employees, shareholders and constituencies who share sacrifices for the good of the organization.

To make my point, I need to set the stage. I would like to quote from an article by George L. Marshall, Jr., The Rise and Fall of the Newburgh Conspiracy: How General Washington and his Spectacles Saved the Republic

“By early 1783, active hostilities of the American Revolutionary War had been over for nearly two years and commissioners Franklin, Jay, and Adams were still negotiating in Paris to establish a final treaty with Great Britain. With a formal peace almost secured and with no fighting to do, the Continental army had grown bored and restless, but Congress had decided to retain it as long as the British remained in New York to ensure that the gains of seven years of fighting would not be lost.

Disillusionment and doubt had been building among many officers of the army, then headquartered at Newburgh, New York. Born out of this growing loss of morale and confidence was a conspiracy to undertake a coup d’etat and establish a military dictatorship for the young United States, a plot to be styled later as the Newburgh Conspiracy. At the last minute, General George Washington, commander in chief of the army, and his reading spectacles intervened and prevented this drastic step from occurring…

By late morning of March 15, a rectangular building 40 feet wide by 70 feet long with a small dais at one end, known as the Public Building or New Building , was jammed with officers. Gen. Gates, acting as chairman in Washington’s absence, opened the meeting. Suddenly, a small door off the stage swung open and in strode Gen. Washington. He asked to speak to the assembled officers, and the stunned Gates had no recourse but to comply with the request. As Washington surveyed the sea of faces before him, he no longer saw respect or deference as in times past, but suspicion, irritation, and even unconcealed anger. To such a hostile crowd, Washington was about to present the most crucial speech of his career.

Following his address Washington studied the faces of his audience. He could see that they were still confused, uncertain, not quite appreciating or comprehending what he had tried to impart in his speech. With a sigh, he removed from his pocket a letter and announced it was from a member of Congress, and that he now wished to read it to them. He produced the letter, gazed upon it, manipulated it without speaking. What was wrong, some of the men wondered. Why did he delay? Washington now reached into a pocket and brought out a pair of new reading glasses. Only those nearest to him knew he lately required them, and he had never worn them in public. Then he spoke: “Gentlemen, you will permit me to put on my spectacles, for I have not only grown gray but almost blind in the service of my country.” This simple act and statement by their venerated commander, coupled with remembrances of battles and privations shared together with him, and their sense of shame at their present approach to the threshold of treason, was more effective than the most eloquent oratory. As he read the letter to their unlistening ears, many were in tears from the recollections and emotions which flooded their memories. As Maj. Samuel Shaw, who was present, put it in his journal, ” There was something so natural, so unaffected in this appeal as rendered it superior to the most studied oratory. It forced its way to the heart, and you might see sensibility moisten every eye.”

Finishing, Washington carefully and deliberately folded the letter, took off his glasses, and exited briskly from the hall. Immediately, Knox and others faithful to Washington offered resolutions affirming their appreciation for their commander in chief, and pledging their patriotism and loyalty to the Congress, deploring and regretting those threats and actions which had been uttered and suggested. What support Gates and his group may have enjoyed at the outset of the meeting now completely disintegrated, and the Newburgh conspiracy collapsed.”

Written by Timothy F. Bednarz, Ph.D.

December 18, 2009 at 6:00 am

It’s the Little Things that Count

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Leaders are walking testimonies of their beliefs, values and philosophies. It’s not the broad pronouncements, but the little things that count… the platoon leader who allows his soldiers of the pick of the rations before picking his, usually the least desirable meal… the entrepreneur that bets the farm and sticks to it, when things get tough, rather than close the business… the manager who gets his hands dirty fixing a critical piece of equipment so the production line doesn’t shut down… the CEO who goes out with his or her sales people to keep in touch with the customer.

There are so many things that employees, stakeholders and constituents observe that deserve praise or develop distain. A leader’s actions are transparent. People notice if they are self-serving or servants. The best have a servant mentality that tends to be modeled throughout the organization culture.

The self-serving leader telegraphs another message: “Every man for himself.” Employees know that when the going get tough, the self-serving leader is out the door. How often do we see the actions of the self-serving leader displayed in Corporate America?

In the real world words have meaning and actions have consequences. Often it is what is not seen or is seen behind doors is what builds trust, loyalty and credibility. What a leader does when no one is looking defines his or her character. Just because its seemingly hidden, doesn’t mean no one is looking.

If you would like to learn more about the great American leader’s servant attitudes, 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.

Written by Timothy F. Bednarz, Ph.D.

December 17, 2009 at 6:00 am

Posted in Beliefs, Servant Leadership, Values

Tagged with accountability, adversity, courage, culture of excellence, inspire, Leadership, leadership practices, mental courage, moral courage, organizational culture, pragmatic, results, role mode, sacriific, trust, values

The Value of Sacrifice

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Whether effective or ineffective, individuals viewed as leaders are models of behavior that are closely observed and judged by others. Inherent expectations of leaders include personal sacrifice. They are expected to sacrifice for the benefit of others within their organizations. Leaders who expect sacrifice from their employees, stakeholders or constituencies and yet refuse to make the same personal sacrifices are judged as hypocrites.

Nothing undermines organizational leaders more than an attitude of “do as I say, not do as I do.” This is clearly demonstrated during the current recession when jobs are cut, wages frozen and budgets slashed. As individuals suffer from the consequences of these actions, they become enraged at the excesses displayed by their so-called leaders who collect large bonuses and spend monies for parties and expensive trips and dinners. There is no sacrifice displayed, while others have to pinch their belts. This destroys credibility and undermines trust.

When leaders demonstrate a posture of shared sacrifice, a term I don’t like to use due to its political and progressive definitions, this builds loyalty and trust that can be built on when its needed to rebuild the business.

Leaders need to model sacrifice within their organizations if they expect their employees to sacrifice during difficult times.

Sadly, too many high profile leaders ignore this. However, many others do, so I can’t make a broad accusation. Yet this is one of the reasons for the demise of leadership and its failure. Too many leaders take care of themselves, while ignoring the needs of those they are tasked to lead.

If you would like to learn more about the great American leader’s personal sacrifice, 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.

Written by Timothy F. Bednarz, Ph.D.

December 16, 2009 at 6:00 am

Posted in Connection, Emotional Standing, Personal Sacrifice

Tagged with accountability, adversity, courage, inspire, Leadership, leadership characteristic, leadership practices, mental courage, moral courage, personal example, responsibility, results, role mode, sacriific, trust, values

The Courageous Leader

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One perspective I’m observing in my research is the role of courage and how it may have changed over time. Many prominent leaders early in our history and responsible for the founding of the United States had strong courage of their convictions. The personal courage they displayed included placing their lives and personal fortunes at risk as they stood up against the British Crown. If they lost their battle for independence, they would have been branded a traitor, at a terrible price.

Fast forward to the current economic crisis, where we saw prominent financial leaders, jumping the ship with their golden parachutes, leaving their employees to fend for themselves. They placed nothing at risk, nor had the courage the deal with the situation they were responsible for creating.

Now obviously, I citing two end points of the courage spectrum, but they are insightful in understanding the changing role of courage as it applicable to leadership.

All leaders must display a courage of their convictions that is included in their personal vision. Does this mean that they must put everything on the line? They must model a level of courage that is expected of their employees. Does that mean potentially sacrificing everything? Maybe not everything, but it does mean putting his or herself on the line and a willingness to sacrifice something of consequence.

Leadership is tested during times of adversity. A so-called leader who cuts and runs when faced with adversity is not a leader. A true leader, at any level of an organization, will confront adversity and use his or her skills to summon his or her available resources to overcome it. This is where courage plays an important role in leadership.

In addition to their courage of convictions, other forms of courage displayed by leaders include: mental, moral, physical and spiritual courage. The prominent leaders I’m researching from the founding of our country to contemporary times all display these types of courage in one form or another. One thing is evident is when times got tough, they didn’t cut and run. They mustered their resources and worked through. They knew what need to get done and did it.

If you would like to learn more about the courage of the great American leaders, 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.