Managing for Ethical–Organizational Integrity by Abe Zakhem download in iPad, ePub, pdf
They do not stick to the safe path. Taking no action is unacceptable. Organizations that thrive, prosper and grow do so by taking risks.
Other employees, customers and vendors will not trust them. As long as you stick to your philosophical guns, risk-taking poses no threat to your ethics. Without the passion burning within them, people put in a minimal effort, getting paid and going home.
Do not hire or do business with people you don't respect, or who don't respect you. Give special attention to strong performers and people who exemplify the spirit of your organization. You, as the leader, need to put a lot of time and effort into hiring people who share these values.
After all, making a bad deal to meet a quota or target is not only unethical, it's often unprofitable in the end. When the risks do not pay off, they take the time to analyze what went wrong, and learn what to do better next time.
Do not hire or retain people who do not have integrity. People can demonstrate their excitement in many ways, so be aware that extra effort on a project or working on the weekend shows passion as much as enthusiastic cheerleading. Talk to your team about the importance of these values to the strategy, plans and decisions made. Do not lie, steal, or cheat. Good managers clearly identify the results they expect, then support their employees and help them achieve those results.
Selling your customers short not only risks compromising your ethics, it also risks the long-term health of your company. They keep their focus on the customer's needs and wants.
These are people who have helped you be successful, and you need to acknowledge and honor their contributions publicly, as well as privately. They are excited, driven, and believe that their work and efforts can make a difference. You wouldn't be an entrepreneur if you weren't focused on results already, but ethics factor into results too.
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