COMMENTARY 780.4: Digging and Filling Holes

Charlie, a road crew supervisor for highway landscapers, came upon a pair of workers from one of his crews seemingly hard at work. He watched one fellow dig a hole while his partner waited a few minutes and then filled the hole. After a few repetitions, Charlie demanded an explanation. The hole-filler was offended: “We’ve been doing this job for …

COMMENTARY 774.3: Accountability in the Workplace

Lately I’ve been spending a lot of time consulting with large companies concerned with strengthening their ethical culture. Although I’m sure the leaders I work with care about ethics and virtue for their own sake, I know the driving force to seek outside assistance is self-interest. The risk of reputation-damaging and resource-draining charges resulting from improper conduct is so high …

WORTH READING: How to Give Kind Criticism and Avoid Being Critical by Leo Babuta for Zen Habits

Why We Give Criticism Excerpted from Zen Habits  To help someone improve. Sometimes criticism is actual honest feedback, meant to help the person we’re criticizing. We want to help them get better. To see a change that we would like. If we regularly read a magazine or blog, for example, there might be something that often bothers us that we’d …

WORTH READING: Ten Tips for Giving Constructive Feedback in the Workplace by Dr. Barton Goldsmith

10 Tips for Delivering (Constructive) Criticism by By Dr. Barton Goldsmith for Bankers Online Take an honest look at where you’re coming from. If there’s some anger or resentment toward the team member, then you’re probably not the best person to offer them advice. Start and end with a compliment. Find something good to say about your team member, this will help him …

COMMENTARY 772.5: Planned Abandonment

Management guru Peter Drucker advocated a practice he called planned abandonment. He stressed how important it is that managers develop the wisdom and courage to regularly review what their organization is doing and determine whether it’s worth doing. He urged executives to note and resist the systemic and emotional forces that make it difficult to abandon activities that drain resources, …

COMMENTARY 771.4: The Responsibility to Decide

Frank is a new supervisor who wants to do well. Maria consistently comes in late. When he confronts her, she makes a joke out of it. Hoping to win friendship and loyalty, Frank is painfully patient with her, but Pat, a conscientious employee, urges him to do more. Soon others begin to come in late, and Pat quits. Frank feels …

COMMENTARY 769.5: Sharpen Your Ax

Ben was a new lumberjack who swung his ax with great power. He could fell a tree in 20 strokes, and in the first few days he produced twice as much lumber as anyone else. By week’s end, he was working even harder, but his lead was dwindling. One friend told him he had to swing harder. Another said he …

COMMENTARY 766.3: Doctoring With A Heart

When you visit a medical specialist, an emergency room, or a patient in the hospital, are you ever struck by a sense that many doctors are so focused on the scientific aspects of diagnosis and treatment of illness or injury that they ignore, maybe even become annoyed by, things like pain, fear, or anxiety? In her book Medicine as Ministry, …

COMMENTARY 759.5: Ten Truths for the Person in Charge

Based on years of managing several organizations, including the Josephson Institute of Ethics, and on extensive consultation with large and small organizations, I’ve distilled much of what I believe and advocate into “Ten Truths.” I hope you find this list helpful. Feel free to share it with colleagues and friends. (Or print this mini-poster version of the list.) Everyone rationalizes; including you. (We’re all …

COMMENTARY: Good Ethics is More Than Good Business 759.2

Ethics is a popular topic at corporate meetings today because managers correctly see the benefits. Good things tend to happen to companies that consistently do the right thing, and bad things tend to happen to those that even occasionally do the wrong thing. Being ethical is playing the odds. Ethical companies have a competitive edge because people prefer to deal …

COMMENTARY: Making Good Decisions 757.4

More often than we like, most of us are faced with choices that can have serious and lasting impact on our lives. Do we go along with the crowd? Do we tell someone off, quit a job, end a relationship? Unfortunately, these decisions are not preceded by a drumroll warning us that the stakes are high and, even worse, we …

COMMENTARY: Good Ethics Really Is Good Business 749.4

  A challenge I frequently face while consulting with senior executives and boards of directors of public companies is a belief that their primary mandate is to make profits and enhance shareholder value. Thus, ethical principles like honesty, fairness, and caring are proper guides to decision making only to the extent that they can demonstrably improve profitability or incorporated into …

COMMENTARY: Sorry, Joe, You Have to Go 748.5

At the risk of losing my credibility, I have to retract my previous commentary, “Say It Ain’t So, Joe,” in which I urged readers to be generous in assessing the moral culpability of Penn State Coach Joe Paterno in relation to an undeniably horrendous situation involving the sexual abuse of children by former coach Jerry Sandusky. This change of position …

COMMENTARY: “Say it Ain’t So, Joe” 748.4

“Say it ain’t so, Joe” These words, directed at Shoeless Joe Jackson as he emerged from a courthouse where he and seven other White Sox players were accused of taking bribes to manipulate games, expressed the profound sense of betrayal and disappointment suffered when an idol falls from grace.  Though Jackson, one of the finest players of his era, claimed …

Digging and Filling Holes 745.5

Charlie, a road crew supervisor for highway landscapers, came upon a pair of workers from one of his crews seemingly hard at work. He watched one fellow dig a hole while his partner waited a few minutes and then filled the hole. After a few repetitions Charlie demanded an explanation. The hole-filler was offended: “We’ve been doing this job for …

A Good Company and a Sharp Ax 745.3

Ben was a new lumberjack who swung his ax with such power he could fell a tree in 20 strokes. In his first few days he produced twice as much lumber as anyone else. He was making quite a reputation for himself but by week’s end, he was less productive. One friend told him he had to swing harder. Another …

Leading by Inspiration 744.5

Why are negative management practices so prevalent? They include yelling, cursing, insults (sometimes masked in sarcasm or masquerading as jokes), criticizing subordinates in front of others, threatening demotion or termination, and talking to adults as if they were children. Why are so many managers insensitive to the demotivating impact of focusing almost exclusively on weaknesses and shortcomings without properly acknowledging …

It’s Your Job to Enjoy Your Job 739.1

Labor Day is, first and foremost, a day off from work to do something you enjoy, or to catch up on domestic tasks awaiting your attention. It’s also an ideal time to think about the role that work plays in your life. For some, work is a necessary evil. It’s doing what they have to do to make a decent …

Slow Dance 734.5

I once heard the chairman and CEO of a huge public company tell a roomful of ambitious, hardworking, dedicated executives that if he had to do it all over again, he would have spent more time with his family. That’s not news, but to Type-A personalities, it’s easier said than done. David L. Weatherford’s poem “Slow Dance” sends the message …

Management Maxim: Suitability Is As Important As Capability 734.4

A critical maxim of management is “Suitability is as important as capability.” Capability asks, “Can they do the job?” Suitability asks, “Are they right for the job?” If the job isn’t a good fit, it’s not a good job. Yes, an employee has to have (or be able to readily acquire) the skills and knowledge required for excellent job performance, …

The Greyhound Principle 732.2

Racing dogs are trained to chase a mechanical rabbit that always goes a little faster than the fleetest dog. This causes them to run faster than they otherwise would. Companies that annually set overly ambitious performance objectives for their employees employ this greyhound principle. To a point, it works. Most people achieve more when expectations are set high. The strategy …

Filling Holes 727.3

Sam, a supervisor, was dumbfounded as he watched Bill diligently dig holes while Chuck, after waiting a short interval, filled them. When he demanded an explanation, Bill was indignant: “Chuck and I have been doing this job for more than 10 years. What’s your problem?” “Are you telling me that for 10 years you’ve been digging and filling empty holes?” …

Do Nice Guys Really Finish Last? 719.1

“Nice guys finish last.” This maxim originated with a fiercely competitive baseball manager named Leo Durocher who shamelessly advocated ruthlessness, cheating, and dirty play. It is also used to explain why sweet, thoughtful men lose out to self-centered jerks in the world of dating. Lots of people believe the philosophy applies in business as well. The rationale: Nice is the …

Firms of Endearment 718.4

A challenge I frequently face while consulting with senior executives and boards of directors of public companies is a belief that their primary mandate is to make profits and enhance shareholder value. Thus, ethical principles like honesty, fairness, and caring are proper guides to decision making only to the extent that they can demonstrably improve profitability or be incorporated into …

Seven Truths for Bosses 715.2

Here are seven truths I’ve discovered in my struggles to be an effective boss: It’s not what you say that matters; it’s what people hear. Just because you said it doesn’t mean they heard it. Just because you wrote it doesn’t mean they read it. Be sure your message is received and understood. There are lots of things you don’t …

The Illusion of Success 711.5

A common management strategy to spur achievement is to set aggressive performance objectives that, like the mechanical rabbits that pace racing greyhounds, push employees to maximum effort. Using “stretch goals” can be successful, but unreasonably high performance goals often spawn dishonesty and irresponsibility. Believing that “it’s a matter of survival,” a disturbing number of employees conclude that distortion, deception, and …