An Interesting Angle on Truthfulness

Indubitably – nice word that, learnt it from Bert of Mary Poppins fame – indubitably character forms part of the foundation out of which ethics will grow – or not, as the case might be.  Ethics do grow, obviously, as I exercise that particular part of my character.  The problem arises in that we have good intentions (such as after our workshop) to exercise the ethics part of our lives  a little more seriously and find ourselves overwhelmed by all the different facets clamouring for attention.  Soon we tire ourselves out ethically speaking, just trying to keep the various balls of ethics in the air. Why?

For one we first and foremost need to concentrate on the foundations of ethics – yes, you guessed it – character.  Ah, but I take offence when someone implies that I have character traits missing.  Such a reaction is akin to saying that I am perfect – at least in ethics and character – and that no room for improvement exists.  I propose that character and ethics, like any form of fitness, requires regular exercising to keep in shape. 

Lack of regular testing – exercise – of character traits causes ethical atrophy.

With this foundation laid I want to proceed to the point of today’s gem.  To be honest, I too get to yawning when character traits are paraded before me.  I am human too.  So when I saw Character First raising Truthfulness as a point of discussion, I knew where it was going.  And then had to stifle the yawn in mid-air.

“Earning future trust by accurately reporting past facts”. 

Or current facts, for that matter.  This had my attention in a flash.  Wow.  Earning future trust by accurately reporting past facts. What more can I say?  Meditate that a little and evaluate your performance in the light thereof.

Want to add something?  Let’s hear you.

A Great Ethical Boss (1)

I wonder if there is such a thing.  The problem is that we’ve spoken about ethics and business and personal behaviour for the past two weeks during the Practice Management Workshop.Now I want to take it one further.

The Ethical Boss. The Great Ethical Boss.

Similar to what Patrick Lencioni said – people leave jobs where they’re anonymous – there is another facet to consider.  Or let me ask you first – why did you leave your last job? And the one before that?

Money is often the reason, and that may be so. I resigned a few times because the growing needs of a young family, coupled with insufficient budgetary controls, necessitated a move.  I get that. But honestly, I would not have left my first private sector job if it were not for the money issue. I was having too much fun there.  And at the three jobs after that, I realise, I was looking for the same thing I had had – a great boss.

People leave bad bosses. Not companies or organisations. Bad bosses.

How do I recognise – more importantly, how do I become – a great boss?  I want to touch only on four points today.

1.    Communication.  An oldie, but still a goodie.  Do we understand this word? It has been bandied around so much it’s fraying at the edges.  And we still get it wrong.

It includes relating to others, the ability to stop for thirty seconds in the corridor and look into the eyes of the lowest subordinate, and “connect”.  Plainly, to be interested in him, her, the baby that is due, the well-being of the person. A great boss understands the effect of emotional intelligence; they act and speak with integrity.

2.    Be Fair.  Equal treatment and fair treatment is not the same.  And as much as the world clamours for equal treatment, on average it does not work because management has figured out how to hide behind equal treatment.  Too often it means I don’t have to do anything special or out-of-place for anybody.

Not all employees are equal. Differences prescribe that some will bring more to the organisation. And some have need for a little more support at times.  A great boss understands how to treat fairly, but not equally. And that employees will understand where the boundaries have been drawn.

3.    Humility. A lack of humility will keep a boss from listening to employees.  At all levels.  It is easy to be humble with senior management and even peers.  More difficult with people on lower levels.  But there is a caveat. Respect. Great bosses will still have the respect of employees, and this comes through ethical actions – simple things like honesty, a show of integrity, humility, a keeper of commitments.

4.    Responsibility. Leaders take responsibility for their actions. Own up to it and don’t blame others.  There is a difference between an excuse and a reason.  Do not confuse the two.  Own up.  Make right.  Be an example of how it should be done.

And be a Great Ethical Boss.

A Line…

“Morality, like art, starts with drawing a line”. – Oscar Wilde

Business and Ethics

In 1987 the Wall Street Journal published an article noting that out of 671 executive respondents, 25% believed ethics would hamper a successful career.  A full 50% indicated that executives known to them “bent the rules” to move up the ladder.

This was before Enron.

In 1990 a national survey showed that 68% of respondents said the unethical behaviour of executives were responsible for the decline in business standards.  A further study revealed that workers

“Quote”

” Ethics is not something I can see; it is something I experience – either through myself or through others. The lack thereof is experienced even more acutely.”  Dr Theo Marais