By Larry Johnson, Bob Phillips
WorldCom. Enron. Tyco. surprising accusations of dishonesty and silent complicity have ruled headlines lately, and value the yankee financial system trillions of greenbacks. sincerely, dishonesty doesn't pay.
Drawing from those tales, in addition to from extra optimistic ones, Absolute Honesty exhibits find out how to determine and continue a tradition the place sincere verbal exchange is the norm, and staff can communicate overtly with no worry of retribution. The booklet illustrates the impression that truthfulness and responsibility could have on enterprises, attacking this sort of passivity that enables little lies to develop into vast failures.
Structured round the Six legislation of Absolute Honesty, this insightful booklet is going past easily extolling the virtues of ethics to supply a template managers can use to keep up an atmosphere of fit debate. It additionally incorporates a toolbox of thoughts an individual can observe to enhance his or her skill to confront and unravel tricky concerns.
Companies can gain large merits from cultivating an environment of belief. Absolute Honesty is a vital, well timed ebook that offers readers with the instruments and techniques to set up a tradition within which conversation flourishes and effects communicate for themselves.
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Additional resources for Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards Integrity
Once they knew their hard work and loyalty meant little in terms of job security, they wisely decided to jump ship. Management behavior is an indicator of company values, and employee behavior will always be a reflection of those values, whether they are the stated values or the real values. It comes down to trust and, as our parents told us, trust must be earned. If there is congruence between what you, as a manager, say and what you do, people will trust what you say. If what you say and what you do don’t match, employees will soon see the discrepancy and punish you for it.
For Larry’s friend who wanted to motivate his management team, our advice was to raise the P2 by 45 46 THE CHALLENGE setting some hard deadlines for implementing changes and promising worthwhile rewards for meeting them. At the same time, he lowered P3 by attending the planning sessions and helping the team work out a viable strategy. As you work to transform your company’s culture to one of honesty, straight talk, and integrity, you can manipulate these variables to help stimulate the change. By increasing the pain of P1 and P2 and lowering the anticipated pain of P3, you increase the odds that change will occur.
Priding himself on being a true believer in participative decision making, he left the meeting feeling a sense of accomplishment. He waited eagerly to see some results, but months passed with no action from the team. In meeting after meeting, they discussed and debated the pros and cons of different strategies but never arrived at a consensus. Obviously distressed, the friend turned to Larry for help. ’’ Larry had to hold back from saying, ‘‘Welcome to the real world,’’ because this is a classic example of how difficult it can be to initiate change.
Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards Integrity by Larry Johnson, Bob Phillips