Leading with Kindness
How Good People Consistently Get Superior Results
Authors: William F. Baker, Michael O'Malley, Ph.D.
Pub Date: August 2008
Print Edition: $24.95
Print ISBN: 9780814401569
Page Count: 256
e-Book ISBN: 9780814401750
Buy the book:
Encouraging Ethical Corporate Behaviors with Kindness
Lead Employees Not Into Temptation
The Truth Matters…
- Don’t invite transgressions. Combining impossible goals with tantalizing rewards invites cheating, since there is likely to be no return for playing fairly and achieving. Avoid this bad mix of negative incentives.
- Establish a culture of trust. There is a fine line between judicious oversight and spying. It is important to have good monitoring systems in place so that people act responsibly with the organization’s assets and recognize the proper management of those assets as a corporate value. Too loose oversight invites the wasting of assets, or worse. Under too strict oversight, employees will fail to see stewardship as a privilege entrusted to them.
- Underscore the how in addition to the what. The fun of business is trying to figure out how to best satisfy customers’ true needs, knowing that if this is done properly, the “what” will follow. Concentrating solely on the “what” may not only encourage aberrant behaviors to meet objectives, but also result in self-defeating behaviors as well. One way to increase profits is to reduce costs by using, for example, lower grade ingredients or materials. But sacrificing quality for short-term financial gains is not a smart way to retain valuable customers.
- Model appropriate behaviors. Ultimately, the measure of anyone—and especially anyone called to lead—is in what he or she does. Remember: People are watching and how you conduct yourself in public will have immeasurable effects on others. Leading with kindness includes acting with integrity—consistently adhering to ethical standards of conduct and the organization’s core values.
Adapted from LEADING WITH KINDNESS: How Good People Consistently Get Superior Results by William F. Baker, Ph.D., and Michael O’Malley, Ph.D. (AMACOM 2008).
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