Do you remember that “get to know you game” Scruples? I believe it first appeared in the early 90′s or late 80′s. In case some of you don’t recall it, the game works this way. Four to eight friends pick six ‘Scruples question’ cards and six ‘response’ cards. A person can only answer three ways to the questions asked: Yes, No or Depends. The question cards ask a variety of questions dealing with morals and ethics (as if these are two completely different concepts). Questions like:

“The person in front of you in line accidentally drops a $100 bill. You pick it up. They have no idea they’ve dropped it and it appears they have several $100 bills in their billfold and you are certain nobody else saw the dropped money. Do you keep it or tell the person?”

The object of the game is to predict how a person will answer. If you chose a “YES” response card, for example, then you would direct the question to a participating player who you think will answer YES. If they answer as you predicted, you get to unload one of your response cards, a good thing because the first player out of response cards wins.

OK, so now that you know how to play Scruples, what did I learn? I learned that people, for the most part, don’t like to live in black and white. Seventy percent of the time people would say, DEPENDS. “It depended if I knew the person, if I knew they were a jerk I’d keep their money! If I didn’t know them I’d report it.”

It would concern me that people could justify why it was ok to do the wrong thing … STEAL! Everyone knows the right thing to do is to report the dropped bill, yet somehow the human mind can justify why, in some cases, it’s ok to keep it! It’s disenchanting to say the least. After all, if we had dropped the $100 bill I’m confident there would be no ‘depends’ involved.

I understand that there can be areas of grey in life, but I also believe that people who live with black and white perceptions of things are more grounded. Whether we agree or disagree with them, they appear confident and unruffled when questioned on their beliefs. I love those people. It takes guts to stand up and say, “”THIS IS WRONG!”" Business ethics tie right into today’s Wisdom.

In working with successful entrepreneurs, I’ve discovered there’s an authenticity that’s admirable. They say what they do and do what they say. Their convictions are carried outside the office to their everyday lives. Their convictions are their value system that is inherent in their organizations, and when an organization shares good values, consistency is created and when consistency is created brands come alive. Are you passionate about your convictions? Do you have the guts to step up and say, “That’s not right,” even if a deal benefits you? Remember, a good deal is made when both parties benefit equally in the end result.

Joe Kiedinger is Brander in Chief of Prophit Marketing, a unique and vision-driven marketing organization that helps small to medium-sized business succeed by adhereing to the Prophit Marketing System. The Prophit Marketing System is a process based approach that combines corporate culture with strategy and finally advertising. The emphasis starts with leadership and flows from there. Joe’s message has been heard by many through his unique Prophit Marketing Road Show, an entertaining informative presentation that leaves audiences with an action plan for success. Joe also authors Wisdom on Wednesday, a weekly email newlsetter which will enlighten and challenge you to get the most out of your marketing efforts. Visit this site to learn more about the Prophit Marketing system or click here to subscribe to Joe’s weekly email newsletter.

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Tags: moral, ethics, business, philosophy, values

For many years I had always said that I am not a moral person, however, I am an ethical person. But when I would say, “I am not a moral person,” I would wait to see the person’s reaction to my saying that before I added the “however, I am an ethical person.”

Normally the person would wrinkle their brow and get this confused look on their face, and then I would commence to explain my thoughts on the difference between “morals vs. ethics.”
The reason I have chosen not to rule my life based on “morals”" is that I think there is an extreme difference between morals and ethics. Before you say, “This is a semantics issue,” let me explain.
I really am not playing “the meaning of words game” here. In my mind I clearly see a big difference between making your decision based on “”morals”" and making your decisions of life based on your personal ethics. The dictionary has this to offer:

Ethics: choosing principles of conduct as a guiding philosophy.

Morals: conforming to a standard of right behavior.

Here is where I see the difference. Morals, to be sure, are rules and standards that we are told we must “conform” to when deciding what is “”right”" behavior. In other words, morals are dictated to us by either society or religion.

We are not free to think and choose. You either accept or you don’t! We are taught by society and religion that you “shall not lie” or you should “give to the poor” or you must “love others as you would have others love you” or you must do something because it is “your moral obligation.” The key issue with “morals” is that you are expected to “conform to a standard of right behavior” and not question that “conforming” or you are not a “moral” person. But again, where do these “morals” come from to which we are expected to “conform”? Yep, from society and/or religion, but not from YOU, and that’s what bothers me.

Ethics, on the other hand, are “principles of conduct” that YOU CHOOSE to govern your life as a guiding philosophy that YOU have chosen for your life. Again, call it semantics if you want, but I see a big difference between “conforming” and “choosing.” With MORALS the “thinking has been done;” with ETHICS there’s a freedom to “”think and choose”" your personal philosophy for guiding the conduct of your life. I like to watch movies about the “”mafia”" or TV shows like the “Sopranos.” The people on these shows are extremely devoted people to their families and religions, but they have somehow “morally justified” their actions of killing, stealing, and lying.

How is it that these extremely devoted family men and supposedly devoted members of the Catholic religion think that what they are doing is moral is a mystery to me. Yet they wear their “crosses,” cross themselves, love their kids, and dedicate themselves to the “family” while killing people who get in the way. Now that’s an interesting morality. But morals don’t stop there. Think of all the hundreds of cultures who have totally different ideas of morality. Some cultures think it is perfectly fine to have as many wives as they want; some think only one wife is moral in the eyes of God.

Some cultures think that it is fine to steal if you need food; other cultures think that stealing is stealing and is never morally justified. Some cultures think that “an eye for an eye and a tooth for a tooth” judgment is fine; other cultures think that this type of moral thinking is barbaric.
When you leave MORAL THINKING to society and religion, there is no such thing as “absolute morality.” So, is there any such thing as a 100% MORAL PERSON? I think not, at least based on the criteria, culture, society, and religion telling us what our morals should be.

ETHICS are a totally another matter. With ethics, you are free to choose your personal philosophy of conduct to guide your life. You are not dependent on the judgment of society or religion “”based in fear”" when making your ethical decisions.

For example, I believe in telling the truth not because God may curse me, but because it is the right and best thing to do based on my personal ethics. I believe in being 100% faithful to my wife, not because adultery is a sin, but because being true to your wife is the smart and right thing to do.

It is a better and happier way to live, again not because God will send me to hell if I commit adultery, but because it is the right and best way to live my life based on my ethical way of seeing things. I believe in keeping the laws of the land, however, I am not living my life based on the rules of society and religion, but solely based on a pragmatic and ethical way of living.
I don’t refrain from stealing because I’m afraid I might go to jail. I don’t steal because I have decided not to steal based on my ethics. I don’t have to be commanded to give to the poor. I concern myself with giving to and helping the poor based on my ethics.I have the freedom to choose and if I am smart, I will choose personal ethics that will enrich my life and the lives of others. As with all other freedoms, there is always the risk that I will make ethical decisions that could cause me to drift over to the “dark side.”

That’s the problem with the freedom to choose or free agency. Anytime we allow people the freedom to choose, we also give them the freedom to make bad choices. If you want to make bad ethical decisions that will make you, and perhaps others, unhappy, then you can. However, if you want to make good ethical decision that will make you and others happier, you have the freedom to make those ethical decisions too. I choose personal ethics to govern my life that make me happier, while I strive to enrich the lives of others. It’s the ethical thing to do based on my personal ethics. You don’t have to tell me not to lie, not to steal, not to kill, not to commit adultery, etc. I have already made my ethical decisions to NOT do those things.

You don’t have to tell me to give to the poor, love my neighbor and my enemies, use my free agency for good, etc. I have already made these personal ethical decisions. I choose my principles of personal conduct because I have thought about them. My ethics are my ethics, and yet interestingly enough, they almost always agree with society and religion. The only difference is I made these decisions.

My personal thinking determines my ethics. I made these ethical choices. Not because I was told by society or religion to think a certain way but because I thought it was the best way to live a complete and fulfilled life of happiness. Freedom to think is a great concept. We ought to use this freedom more often. Think about it.

Larry John is the international author of Think Rich to Get Rich, a detailed outlining of the 4 pillars of wealth, and Larryisms, an introduction to pragmatic thinking. He owns a successful advertising agency and enjoys his many entrepreneurial plots and adventures including: real estate, sales and marketing, public relations, publishing, radio broadcasting (click here), and many more. He is also the founder of The Pragmatic Thinker found here.

His first book has been reprinted in several different languages and the exposure continues to grow. His second book is released in October of 2007 and available here. It is also available through Baker & Taylor. Larry enjoys applying pragmatic principles of thinking to his business and his personal life and finds that through a greater understanding, a higher level of success and happiness is achieved.

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Tags: moral, ethics, business, philosophy, values

Recently as I was clearing out a closet I found my twenty-plus year old tattered and worn copy of In Search of Excellence by Tom Peters and Robert Waterman, Jr. I was struck by the following:

“Let us suppose that we were asked for one all purpose bit of advice for management, one truth that we were able to distill from the excellent company’s research. We might be tempted to reply, “”Figure out your value system.”" Decide what your company stands for. Clarify the value system and breathing life into it are the greatest contributions a leader could make.”

I thought to myself how often since the book was first published in 1982 have we read of corporate leaders, government officials, athletes and role models being accused and often convicted of some type of wrong doing. And I asked myself, “Didn’t these people have any values?”

Television, movies, music and other forms of popular culture are filled with questionable values, violence and greed. Implicit in this is a subtle approval of behavior. By being apathetic in our words and actions we set a lack of standards for our children, co-workers, employees and the next generation. We can find the need for it in every business or not-for-profit organization, every profession and industry, and in our local, state and national governments. The important decisions we make, and actions we take should be influenced by values.

The concept of Valueship is not new. Harvard professors James L. Heskett and Leonard A. Schlesinger studied the relationship between leadership, behavior and organizational performance. They found that leaders of the best performing companies defined their jobs as:

• “Identifying and constantly communicating commonly held values,

• shaping such value to enhance performance,

• ensuring the capability of people around them, and living the commonly held values.”

Valueship focuses on balancing the need of the individual with the needs of the organization by aligning the

The classic example of a value driven business is Johnson and Johnson and its decision to nationally recall all Tylenol capsules when several deaths were attributed to its use in the Chicago area. The decision cost Johnson and Johnson millions of dollars, and ultimately was the result of product tampering. Yet the leadership of this company felt their first responsibility was to “”the doctors, nurses and patients, mothers and fathers and all others who use our products and services.”" Having a clear understanding of their values made the decisively obvious.

We create values in an organization by focusing on leading people to do the right thing as well as doing things right. People will generally be motivated to do good, if not exceptional work when they feel apart of an organization and see their leaders living these values.

By identifying core values we can begin a path to value-based leadership. Core values are the basic principles which we choose to guide our actions. They define beliefs, standards and acceptable behaviors. If properly communicated throughout all levels of the organization, they govern and guide the actions and decision of the individuals and the organization.

Decisions, priorities and actions are framed by core values. Examples include:

• We believe our employees are the key to our success.

• Never violate the public’s trust.

• We will treat our customers as guest in our homes.

• Our integrity has no room for error.

• We pledge to create an environment for our employees that foster respect, fairness opportunities for professional and personal growth.

Many people give little if any thought to identifying values that will guide their personal behavior. And, probably few organizations have done so. Instead they conveniently accept the values of others or let the moment determine values. In most every case where values are not clearly defined, good decisions are more difficult to make. Without understood and accepted values, people are easily swayed and decisions are subject to compromise and frequent change.

Successful leaders use a set of core values to make important decisions. They do the right thing for the right reasons. Personal values may differ within an organization. A strong leader will guide his or her team to focus on common good values the will create a desire for teamwork and cooperation, without invalidating those personal differences.

The key to Valueship is crystallizing the values that establish the guidelines for behavior. It is up to us as executives and leaders to drive these values throughout the organization. When you engage in actions that conflict with these values, you sacrifice your credibility. I’m dusting off my copy and re-reading In Search of Excellence. I trust it contains some very worthwhile thoughts that over the years we have learned and some we have ignored.

Tom Schweizer is President of Best Practices Associates. His execution of results-oriented, innovative approaches empowers clients to tap into their hidden potential and achieve outcomes once thought out of reach. Tom has had careers in both the business and not-for-profit sectors. As a coach he specializes in helping organizations improve results and build capacity.

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Tags: business, ethics, values, business, moral

Some translation entities, before recruiting any translation staff, set some questions for the candidate. These questions may not only relate to the capacity of the candidate, but also to gain knowledge of candidate’s personality, attitude, and other personal criteria, attributable to a successful translation.

Recently, before admitting to be a freelance translator for an Australian company, I was subject to some questions, and would hereby wish to share these questions with those wishing to be a translator or as an additional knowledge for all current translators.

Q: How responsive you are to email?

Tags: information, ethics, business, values

A: I am living in a world that uses email, even with a friend in an adjacent room. Actually, I do have great knowledge about email; signature, forward, respond, respond to all, delete, checking language mistakes. Actually, sometimes, I can’t count how many emails I send and receive per day. I have used emails for three years already. I translate for company in Indonesia, Malaysia and the U.S.A, so I use electronic mail for working in these foreign companies.

Q: How many times do you check email a day?

A: About three to four times.

Q: How often are you online per day?

A: Usually one time (I mean yahoo messenger), so we might need to set a consistent time that you and me can talk via “yahoo messenger.”

Q: How many days per week are you online?

A: Five days per week.

Q: Are you using yahoo messenger?

A: Yes, absolutely.

Q: What do you think are the qualities of a good translator?

A: A good translator shall have correlative qualifications/skills/experiences to the document being subject to be translated, speedy typing skills on both the target and original languages, nearly perfect or perfect terminology knowledge of both target and original languages, near native knowledge on the targeting language, patience and stamina, time sensitivity, professionalism-/dignity-oriented sentiment, knowledge in time/stress management and prioritization and finally, commitment to full understanding of the context of the target language.

Q: What does it need to be a good translator?

A: Understand at least 70 percent of the document being subject to be translated, translate with full understanding not just word by word, not accept any translation work beyond one’s knowledge/ability, must always be on time or before time, not assigning the work to any third person no matter how she/he qualified, always go beyond expectations, having all relevant credible resources, research tools and specialized person to refer to when stuck with the translation work.

Q: What are your specialization areas of translation?

A: Law, commerce, politics, international relations, philosophy, history, and other humanity and social science fields.

Q: Code of ethics for translator?

A: It is the complete set of rules that determine the morality, ways of work performance, and moral attitudes of work performance of a translator and translation entities. Countries rarely have codes of ethics for translator, but we have international code of ethics for translator.

Q: What does it consist of?

A: Code of ethics for translator is consisted of professional and moral responsibilities, norms, qualification, admission criteria and should-be penalty of a translator. It also determines the qualification and admission criteria, professional and moral responsibilities, as well as the penalty/dissolution of the translation entities.

Q: Why translator needs to adhere to code of ethics?

A: Because it is the tool that determines success of our clients and professional work performance of a translator. It is the methodology that leads translator to quality and professional translation works, and the set norms or maybe penalties that stick translator to corporate and professional responsibilities.

Vicheka Lay is the Assistant Managing Director of Cambodian War Amputees Rehabilitation Society [a Canadian NGO registered in the Province of Alberta, Canada], and a freelance translator for a company in Indonesia. Also, he is currently an LL.M candidate, with specialization in International Law. Vicheka Lay is also an “expert blogger” for the Center for International Governance Innovation, based in Ontario, Canada.

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Tags: information, ethics, business, values

“In business and in life one should learn to respect people and treat them accordingly. You must respect yourself before you can effectively respect others. Everyone has their own set of core beliefs and values that effect how they interact with other individuals in this world we live in. The saying “Do unto others as you would have them do unto you” should be took to heart in everything you say and in this world.

This respect for the individual’s right to believe does not in anyway mean that we should always agree with that belief. It does mean we should try to our best to understand and seek common ground if possible. What is value to one person maybe worthless to another that is what makes this world so fascinating is how each of us perceives it and interacts in it. In a world of many languages and beliefs it is all too easy to offend someone with what we say and do. That is a fact of this universe in which we live that not everyone will like what we say and do.

In all our dealings with other individuals we should seek to not knowingly offend them. If we can not say something good and fulfilling who should use discretion and not speak ill of what another says and does if possible. That in no way means to acknowledge outright untruths and harmful things to be allowed to go unchecked. Evil and hurtful things must be address in a civil and decent way without falling into the pitfall of doing and saying something inappropriate. To argue about something that is pointless and non beneficial just causes a wider divide amongst individuals and solves nothing in the end. Debate is good as long as it is done with respect for the other point of view.

Do not disrespect your potential consumers of your wares by talking down to them like you are superior to them. Rather look for ways to communicate to them how your products or services may be able to benefit them. Never promise something you can not provide for them or exaggerate or embellish your wares and services in a deceitful manner. Show them courtesy in your presentation.

Look for ways to answer their concerns with honest answers. Look to what their needs may be and address it if possible in your presentation. The more you respect your potential buyer the more you will be able to gain their respect. Treat all men and women with respect and dignity seeking to serve them and in doing so reap in the rewards of doing so.

We are creatures that seek encouragement and acceptance among those we come into contact with. We do not seek to be beat down with words of deceit and abuse. Every person seeks to be accepted and feel like a part of society. Learn to listen more closely to what is being said and look for ways to give a hand in improving and benefiting those you come in contact with. The best leaders are those who seek to serve those they lead with fairness and kindness not with cruelty and deceit.

Look to find ways to respect yourself by removing those things that prevent you from doing so. Respect life and all it holds seeking what is good and right. Become a leader in your profession by serving those with kindness and respect. Starting looking for the good in men and women seeking to add to the list of those you call friends. We are all fellow travelers in great road of life so why not enjoy the trip to success in life and business.

William R Brandenburg
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Tags: business, ethics, values, business, moral

“Much is written about the lack of integrity, poor work ethics and business ethics of the rank and file employees. Yet, is your management team or executives costing you business because of poor ethics and no integrity?

One example of poor work ethics and business ethics if the recent survey released by PopCap Games in the 3rd quarter of 2007. The results from this survey suggested that white collar executives wasted more time each day playing video games that those that they managed. Now this is a bad thing, but it is not the most serious behavior that affects the overall performance within any organization.

Many times I have had to coach small business owners to corporate executives who have had to deal with the unethical behavior of those they are negotiating with specific to work contracts. These coaching sessions usually center around a subordinate within an organization being given authority to negotiate a contract. Yes, my clients know they should have had a signed contract or least a letter of intent, but they are from the old school of high business ethics.

A gentleman’s agreement happens over breakfast or lunch because of the personal integrity between the parties. The vendor is told to proceed. Yet, when the contract needs to be signed, the subordinate’s supervisor starts changing the scope of the work. As an instructional designer we call this scope creep and can be very costly to any vendor.

Then the vendor is asked to make more concessions. Usually more is demanded for less money and in a shorter delivery time frame. What happens is that the potential vendor feels very used and abused. Also, the vendor believes that the subordinate has been set up by management to keep upper management’s image clean and above board.

When incidents like this happen, the end result is that business suffers. And the reason is that upper management is unethical, plain and simple. Of course, management may claim that they are doing what is best for the company, but that is not true.

Best for the company should always be measured against the organization’s values. If the best violates the values, then those actions are not the best ones. Of course, if there is not a values statement this also suggests there is not strategic plan and so everyone’s behaviors are up for grab.

When we look at the numerous failed companies such as Enron to Anderson including the recent mortgage industry challenges, the main cause for these failures are bad business ethics. Private industry is not alone as not for profit and government elected and appointed officials are equal and willing partners to bad business and personal ethics.

Bottom line all of these bad ethics are bad for business and costing the U.S. economy billions of dollars. Simply speaking, people want business as well as personal relationships with individuals who have high ethics. So if your bottom is suffering, check your ethics and those of your executive management team.

Would you like to increase the productivity of your employees? Then you may find the FREE Leadership Audit of interest here.

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Tags: business, ethics, responsibility, values, training

“Laguna, a place somewhere in the Philippines, 8pm. Darkness has unveils the whole place as early as 6pm, but it does not stop those kids from keep on playing. Playing hide and seek, a perfect well-suited environment, for playing the right game at the right the time. Rules are well stated and everyone is mandated to comply. Each of them has their own way to win the game, and there’s a sense of shared commonly among those kids. They are taking advantage and benefited from total darkness.

It may be in the opposite effect in the real life business if it embraces the aspect of navigating blind from the concept of child play. There is a need to master the art of navigating blind and it involve “A play of Trial and Error” because playing business without rehearsal is well decoded interpretation of business failure. I’ll liked to take that as my second quotation

The concept failure has been long encoded to the very existence of every being, from the day we were born, but it was interpreted not as failure but a series of repeated processes from the mind of a babies. It is estimated that before a babies are able to walk, they had at least encountered 273 falls before their able to stand on their feet. And without those repeated event from our views as failure, we will make our self with no difference from other Gods creation that walks in four feet.

In my views there is shared commonality among businesses that they mandated to comply whether it’s a direct or indirect business competition. There should a played rehearsal on the business level at the lighter term in organic means of bench marking whether internal, competitive or any other type. Likewise the played rehearsal will give a safe fail mechanism in the eventuality of total failure before it even happened. We make decision based on the amount of available resources that we had on our hands, and based on that we gain result. And result itself varies accordingly from people to people and business-to-business who are making the decisions.

It is the capacity of a man to dwell upon to the ever-changing nature of business as it self evolve to exist and adapt to serve its purpose. To benefits us through providing services that entice underlying competition within them selves. These provide a guaranteed improvement for product and services before reaching the hand of end users and equate market value for that product and services at its highest degree.

Among those area between client and service provider it may seems and lead me to confusion to where the business phantom might be walking and making its path to unveil his existence’s. To some point he might present him self as a client blending to the market industries as a customers seeking for a good or a bad product and service and learning from it. Or might as well to consider as a service provide doing a business anonymously, interacting with the same kind. Or might as well put my curiosity out of the play for now and continue searching.

The evening is long but the kids at play has decided to temporarily end their games, and every one in my assumption has a pair shared of competition, strategies, and well adapted trial and error to win the game. A call to my name “Bernard” by one of the kid upon passing by give me a sense, to might as well temporary pause my writing… Sunday 10pm September 9.

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Tags: moral, ethics, business, philosophy, values

Integrity can be defined in so many ways, but most of the time I use a question to determine if integrity is in someone’s character or in the character of a business. That question is, “Do you do what’s right even if no one is looking or even if you know you could get away with something?” If you can consistently answer yes to these questions, then you have integrity. Likewise, if a business can answer yes to these questions, it has integrity.

There are so many opportunities for individuals and businesses alike to be tested in the area of integrity. One of the ways for individuals to be tested is in the area of taxes. Sometimes paying taxes, reporting the proper amounts, and indicating when mistakes are made cause problems for people and eventually lead to even bigger problems. My philosophy is simple. In the bible, the scripture says it is better to be righteous with little than to be unrighteous with much (paraphrased). If you can’t be trusted in the area of taxes, there will almost always be other areas that you will do wrong in. Whether it’s keeping something that’s not yours like a pen, a movie, or a dress, or failing to give the whole truth in a situation, many times these are indicators.

In recent years, we have seen so many CEOs and high-profile people sentenced to prison time due to a lack of integrity. In the end, it’s never worth it to mislead or misinform people and it never makes sense to do what’s wrong. Trust me, it’s a great feeling to be able to sleep at night with a clear conscience.

Devin Dabney is a computer consultant, author, speaker, and entrepreneur who is the owner and CEO of DabneyWorks Computer Consulting. DabneyWorks provides remote and in-person computer assistance , website design and auditing, and business consultation.

For more information, visit this site.

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Tags: ethics, business, values, moral, behaviour

To make your strategic alliance, collaboration or partnering relationship successful, watch out for the pitfalls and roadblocks.

In looking at the issue of values, frequently partners of an alliance will have core values that are conflicting. This is especially a problem with issues like trust and integrity. Corporate culture clashes; employee turf protection, and resistance of certain employees to new ideas can wreak havoc on your efforts to maintain a prosperous alliance.

When one of the alliances partners does not completely embrace the principles of Partnering, big challenges occur. This can include top-level executives or even supervisory and functional employees in departments, divisions or regions within a Partnering organization. As an example, DuPont believes that if a contractor is looking just to maximize his profits, on just one job, then Partnering with that contractor is not for DuPont because they know there will be problems in the relationship.

Because the dynamics of alliance relationships are constantly changing, inflexibility of partners can kill an alliance quickly. Each member must be willing to give a little, especially in times of change for a Partnering agreement to work. Just as devastating is a partner making a Partnering commitment, and having a hidden agenda that would be destructive to the alliance. Not quite as bad is a partner deciding they don’t want to follow through, or one that does not have the capability to fulfill their commitment.

Supplier relationships can become challenging, especially when business is great. Suppliers can make the relationship mistake of conveniently forgetting about the loyalty of smaller long-term customers, and snubbing them for the larger orders. This is short-term profitability and long-term disaster. When those large order companies go out of business or are consolidated, the supplier could be left without any customers.

Complacency of either partner is an insidious relationship-killer. Continuously ask your alliance partner questions in a way that encourages them to relate performance problems and shortcomings. Ask, “What haven’t we done lately?” And ask, “What is it you really need from us?”

Dependency on your alliance partner can put your business at a similar risk. If you become the weak link in the alliance and your alliance relationship no longer delivers value to your partner, more than not, they will discontinue the alliance.

If you or your alliance partner is not relationship oriented little problems can easily escalate. Then anger comes and the blaming others for your current situation. The not invented here, mentality often exhibited by senior management is a result of low relationship tolerance. Also the lack of commitment to the alliance or innovations developed by alliance partners can easily slay your relationship.

There is the situation where you might lose control of a technology or best practice to an alliance partner who later becomes a competitor. Staples and Office Depot were going to merge but it did not work out. A problem for Office Depot was that Staples learned of an Office Depot best practice during the merger talks. Office Depot was delivering COD to small businesses in the northeast and getting most of the business. After the failed merger, Stapled duplicated Office Depot’s practice and took away Office Depot’s competitive advantage in the area.

To access helpful additional information from Ed Rigsbee at no charge, please visit this site.

Article adapted from PartnerShift-How to Profit from the Partnering Trend by Ed Rigsbee, CSP, published by John Wiley & Sons, New York, October 2000. All of Rigsbee’s books are available from Amazon.

Ed Rigsbee, CSP is the author of PartnerShift, Developing Strategic Alliances and The Art of Partnering. Rigsbee has over 1,000 published articles to his credit and is a regular keynote presenter at corporate and trade association conferences across North America. For a treasure trove of additional information and ideas, visit his Partnering University Web Site at here.

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Tags: success, values, collaboration, behaviour, conduct

Small cleaning companies are masters of talking the talk, but missing the walk when it comes to ethical practices. Many cleaning companies, and I think of the window cleaning industry, are pounded with the pressure of intense competition due to the low start-up cost. With this competition comes the pressure of lowering prices. Unfortunately, the most common way to make up for low prices is with unethical business behavior. Unethical business behavior is a “grey-area,” but we can all agree that a business owner should not make a promise to deliver a certain level of quality and not deliver it.

With this being said, the best way to counter this problem is with a simple practice of not promising more than you can deliver. Try to make it a habit of under-promising and over-delivering. This is good business ethic. Customers will always be delighted when they find out that your window washing service included a cleaning of the frames of the screens and not just the screen-mesh. Try to out-do yourself with each service.

This is a simple philosophy, but it is very difficult to master on a day-to-day basis. Our attitude and greed is often in the way, and it tells us that we need to take short-cuts. I encourage you to fight the urge to take short-cuts on the job because your residential window cleaning customers will be able to tell. They live and dwell where you are working, so even if you collect your check and move on, they will notice given enough time.

The only way to ensure that you will keep a high percentage of your customers is to offer a competitive price, and an unmatched service. Put your heart into your work and it will show!

Article written by Kris Cook who is the owner of KC Power Clean- Window Cleaning He also moderates a window cleaning and pressure washing blog.

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Tags: ethical, standard, values, code, business

Some call it wearing one’s heart on the sleeve; others call it wearing their emotions. If the discussion is of values and ethics, leaders must wear them openly, constantly encouraging, mentoring, and coaching others to operate within values-based and ethical standards the leader expresses. Values and ethics exist in a philosophical arena and often mistaken as the same. Values explain that who you are is what you were when. Ethics demonstrates values through behavior. This paper takes the position that values exist on a higher plane than ethics.

Dr. Gyertson6 shares an insight on value and ethic sources. He says throughout human development, there are socio-cultural influences in family and tribe. In the time of prehistory, these values meant survival and extended family. Exploring present value development offers a very different view of family and tribe. Family is nuclear now and connection to extended family is often limited to the July Family Picnic. Tribe, community, is multifaceted people have small neighborhood tribes, work tribes, social tribes, and others. They move among tribes and behave differently in different settings. While core values remain, behaviors shifts when moving among groups. Interacting in work groups is an example. Consider a group of university administrators working to satisfy the needs and desires of applicants and students. Administrators work to put applicants and students at ease as they enter classes. Faculty works with students lecturing, and facilitating to grow students knowledge. The student is the same person yet is interacting with the different elements of the university.

Value deals with the worth, utility, moral virtue, aesthetics, and, may be singular or a collective of each. Values are at the core of what a person believes. In June 2006, article in USA Today, Colorado Rockies pitcher Jason Jennings tells the reporter that players for the ball club hear the value of character and good living from the top of the organization all the way down. In the locker room, one does not see pornographic pictures or magazines. There are sports magazines, racing and car magazines, and prominently seen throughout the locker room are bibles. This ball club believes in Christian values and Christian ethical behavior. A fan tells of not hearing the usual trash talking or player showboating among members of the Rockies. The leadership in the Rockies organization provides evidence of expected behavior in the clubhouse, on the playing field, and among players of other teams. The Rockies are not the “winningest” team in major league baseball; however, they display the near the highest behavioral ethics.

Ethics comes from the Greek ethikos, meaning arising from habit. Ethics is a study of living, a study in which we discover things as being right or wrong or true and false based on how we know things. Therefore, ethics is the outward manifestation, the acting out of a belief.

Values versus ethics

Values and ethics do not exist separately from each other. However, they may develop differently over time. A child’s values grow from the values of parents. A child’s ethical behavior develops from observing what parents do. Trust in parents’ grows as a child sees their parents obeying their beliefs (values) through their ethics (what they do) consistently. It is a leader’s responsibility to an organization, workers, and her- and him-self to do no less. Followers of a leader will loose trust quickly if they observe attitudes and behaviors that do not match expressed ethical standards and values.

Values must identify or embody who a leader is. Values are the bases upon which leaders make judgments on what is important. Ethics identifies a leader’s moral compass, the leader’s understanding of good and right. Ethics are a set of moral principles.

Leaders must commit to personal values and organizational values seeking a fit between both. Moreover, leaders must manifest values in a way that leaves the observer fully aware of the leader’s commitment.

A leader studies the community in which an organization exists to know what the community values. Another consideration is the ethical behavior that leaves a leader questioning whether the community acts as it believes. These observations of what a community believes and how it behaves tells a leader the scope of normative order within a community. However, organizational leaders must operate on a higher plane.

A consideration for leader examination when establishing a code of ethics is that ethics and values do not fit a neat categorization into specialty areas. Melissa Ingwersen1 of JPMorgan Chase Bank supports the foundation of ethics at home and school before applying them to business. She says JPMorgan Chase does not want to compromise it banks or bankers by doing business with questionable clients. Therefore, JPMorgan Chase selects clients carefully attempting to maintain their reputation and the reputation of their clients.

What does the above example tell us about values and ethics in an organization? For Chase Bank, the value is honesty, integrity, and character building of clients by selecting clients who have similar values as the bank. Chase Bank does not compromise their core values for the sake of gaining business. Another view of this provided by Brenda Joyner, et al2, is a sense of corporate social responsibility (CSR). CSR includes such elements as economic, legal, discretionary activities and ethics. She says these exist within what are the values of the public.

Working standard – values and ethics

Stated above, ethics is the outward display of values. In some organizations, leaders are content to accept the ethic of responsibility to shareholders. Although this was the generally accepted behavior in economic boom years, most long-life businesses recognize that the bottom line is not an ethically symbolic way to engage.

Joyner, et al, relate the work of Paine (1994). In this, they attempt to put a value on following the letter of the law versus following spirit of the law. While obeying the letter of the law is legally and ethically correct, seeking the higher value to obey the spirit of the law propels a leader to higher trust, reducing cynicism, ultimately adding value to the ethical standard. The ethical standard is a leader and organization’s integrity strategy and values are the core beliefs driving the strategy.

Ray Coye3, writing in 1986 saw the need to differentiate values and ethics. In his view, there are no values for an organization separated from the collective values of leaders and members. He provides a definition of values as, “… serv(ing) as the authorities in the name of which choices are made and action taken.” In greater depth, this 1986 definition is one based on the prevailing attitude toward values and ethics considered correct – at that time (Coye, 1986)

• A value is chosen freely after consideration of alternatives and consequences

• Publicly affirmed, cherished, and prized

• Pattern of action that is consistent and repeated

Conclusion

Values exist at the core of our nature; they are our core belief system. Ethics, our behavior, reveal our values within an operating environment. If we say we cherish (value) our children but behave abusively, value and ethical behavior are incongruent. Within a leadership role, the same is true of our attitude toward workers. Recent history of organizational failure adds to common knowledge of how personal greed over the expressed organizational values ruin business and, worse, the faith workers have in the business and leaders.

Not all organizations are the Colorado Rockies Baseball Club, but trends start one person and one organization at a time. Be a trend setter.

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Paul Hoffman – EzineArticles Expert Author

Tags: ethics, leadership, values, define, postition

Walk through the aisles of any grocery story or even convenience store, pick up any product and you will see an expiration date. These dates are for your consumer safety as well as to receive the most benefit from the nutrients within the food product.

Yet, recently, I have come to observe that many individuals in business who profess to be true professionals as well as those in government are demonstrating business ethics or values with expiration dates. Initially statements specific to their behaviors are made without a date. Then realizing that change is more difficult than originally expected or will take additional effort a date is added. If the added date is not made, a new date pops up.

The work ethics associated with these behaviors become a moving object. As new dates are added, the impact of the quality decreases to those who are on the receiving end of these expiration dated values.

For example, how many times have we heard that during the tenure of this leadership or management team it will be the most ethical in the organization’s history? Then as time moves forward, we hear, not from leadership, but outside sources about unethical behaviors. Then leadership makes excuses and sets a new expiration date.

Why business ethics or values now have expiration dates may be connected to the relativism that has affected the U.S. during the last several decades. Relativism has many definitions, but essentially means that everything is truth and is relative to the individual. In other words, values become moving targets or simply are now produced with expiration dates.

The recent meltdown of Wall street, the bailout of Wall Street, the ponzi schemes, the individuals who knowingly violate the law and believe that they are above it are all examples of values with expiration dates. Even before these incredible examples, many of us heard this expression, “Do as I say, not as I do.” This is a values statement with an expiration date.

So how do business leaders and true professionals avoid values with expiration dates? First, make sure that you have a values statement that has been clearly articulated within your organization. Everyone from the bottom up to the top down understands the specific acceptable behaviors and equally unacceptable behaviors.

Next, enforce the values statement. Recent surveys of college graduates and high school students show an increase in cheating and that cheating is acceptable. These surveys also reveal that these cheating young people believe that they have high ethics.

The old expression everyone does it is another justification of having a values statement with expiration dates. In other words it’s okay to cheat to get the best grade in school and when I leave school, I will no longer cheat. If you believe that, I have a bridge I would like to sell you.

Having a values statement may cost you some business in the short term. However, in the long term you will gain far more than any potential short term loses.

Unlock more business results by standing out in your marketplace. Sign up to receive notification of Leanne’s forthcoming sales coaching book to help you become that Red Jacket in the Sea of Gray Suits.

If you would like to how leadership development and business ethics can help you increase your business results.

You probably do not want to be uncomfortable. Who does? Yet, you want to improve business results and to stop all those sleepless nights right before sales figures are due.Experience how being uncomfortable can help you increase business results.

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Tags: ethics, business, values, moral, behaviour

Recent Scandals In the wake of the Blagojevich scandal, others come to mind. The foibles of Former New York Governor Elliot Spitzer, former Florida Congr ssman Mark Foley and retiring Idaho Senator Larry Craig, to name a few. In the corporate area, Madoff’s $50 billion Ponzi scheme, caps off years of scandalous reports about Enron, Tyco International, and World Com. The moral faults of corporate leade s con inue to cost investors billions. Is there a modern day standard bearer to guide the common man?

Ancient Warrior Code
According to Shannon French, author, The Code of the Warrior: Exploring Warrior Values Past and Present, the essential element of a warrior’s code is to set definite limits on what warriors can and can not do. In this sense, warriors value honor, integrity, justice and a sense of what is right and wrong. To the ancient warrior, the discernment between right and wrong is like night and day. Clear, obvious, unquestionable. To them, there are no gray areas, no “that depends on what your definition of ‘is’ is “(Bill Clinton). To the warrior, if something is not right, he will not do it.

Ancient Warriors versus Corporate Warriors
In ancient times, one looked to the warrior for guidance to the light; to serve as defenders of moral integrity. Today, though, the warrior, or rather corporate warrior is perceived as mere profiteers. Neocons, using natural disasters, social unrest, changes in regimes and wars- have been used ‘as a natural ally’ of corporate interests. Naomi Klein, in her book, the Shock Doctrine, indicates that heads of,companies, representatives of municipalities stood in the rubble of Hurricane Katrina in New Orleans and thanked God for the solution to the problem of housing in New Orleans. Similarly, PW Singer, in his book, Corporate Warriors: The Rise of the Privatized Military Industry writes that private corporations working for profit have the ability to sway the course of national and international conflict.

Warriors of Light
Paulo Coelho, in his book, Manual of the Warrior of Light made this observation: “Sometimes the warrior feels as if he were living two lives at once. In one o” them he is obliged to do all the things he does not want to do and fight for ideas in which he does not believe…Then all that is needed is a little daring, and his two lives become one.” p 181. Ancient warriors carried out actions that brought them closer to their higher ideal. Some political and corporate warriors, on the other hand have tended to capitalize on the weak. How might we attain warrior of light status?

Friends and Allies
First, we need to de-bunk the myth that warriors are ‘lone wolves.’ Throughout pop western culture, American icons: John Wayne, Rambo, Clint Eastwood, have presented the ideal warriors. These warriors exercise independence of mind, thought and action. Often, they are presented as friendless. A warrior of light, however, appears to revel in the company of friends, followers and allies. Twyan Towery, in his book The Wisdom of Wolves, argues that the ‘strength of the wolf is the pack, and the strength of the pack is the wolf.’ Coelho quotes John Donne and continues in his own words. “No man is an island. He can not fight alone; whatever his plan, he depends on other people. .. p 103.

When selecting alternative courses of action, the warrior, relies upon the wisdom of his closest friends. Prior to committing a whimsical act, how many have been spared public humiliation because a colleague quickly intervened?

Angels
Second, warriors of light recognize that they are fallible and need divine help. Theologians say there roughly 300 references to angels in the Bible. Coelho presents warriors of light as men who steadfastly rely upon angels, God and Jesus Christ.

“A warrior knows that an angel and a devil are both competing for his sword”hand. The devil says: ‘You will weaken. You will not know exactly when. You are afraid. ‘ the angel says: ‘You will weaken. You will not know exactly when. You are afraid.’ The warrior is surprised. Both angel and devil have said the same thing. Then the devil goes on: ‘Let me help you.’ And the angel says: ‘I will help you.’ At that moment, the warrior understands the difference. The words may be the same, but these two allies are completely different. And he chooses the angel’s hand.” p 123. How does the warrior of light know that the purpose for which he is fighting is just and pure? According to Coelho, ‘The warrior of light meditates. He sits in a quiet place in his tent and surrenders himself to the divine light…. A warrior of light knows that in the silence of his heart he will hear an order that will guide him.” p 55.

Open Heart
One would readily suspect that warriors, those who must exact judgment on a daily basis, are driven by hatred and unfettered greed. Instead, according to Coelho, “The warrior of light always keeps his heart free of any feelings of hatred. .. He accepts that his opponents are there to test his valor, his persistence, his ability t” make decisions. They force him to fight for his dreams. It is the experience of battle that strengthens the warrior of light.” p. 87 As keepers of the light, warriors are born with a spark of light. As each day passes, warriors evolve. Their spark flickers into a small and then larger flame through prayer, meditation and connection to the One. We turn to Coelho again for clarification, “Accumulating love brings luck, accumulating hatred brings calamity. Anyone who fails to recognize problems leaves the door open for tragedies to rush in.” p 53.

Conclusion
When the warrior reaches temporary defeat, he is comforted by this, “The warrior of light unwittingly takes a false step and plunges into the abyss. Ghosts frighten him and solitude torments him. His aim had been to fight the Good Fight, and he never imagined that this would happen to him, but it did. Shrouded in darkness, he makes contact with his master. ‘Master, I have fallen into the abyss,’ he says. ‘T”e waters are deep and dark.’ ‘Remember one thing, ‘ “eplies his master. ‘You do not drown simply by plunging in to the water, you only drown if you stay beneath the surface.’ And the warrior uses all his strength to escape from his predicament.” p 129. So too, there is hope for the likes of political and corporate warriors, Blagojevich and Madoff. Get up and aim to respect the true code of the warrior; value honor, integrity, justice and a sense of what is right and wrong.

Dr. Mead, PhD, MBA, MA is a consultant specializing in human behavior, school and social psychology.

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Tags: moral, ethics, business, philosophy, values

“Ethics is a body of principles or standards of human conduct that govern the behavior of individuals and groups” (Bottorff, n.d., p.1). “While ethical behavior is based on a set of values and principles, ethical behavior goes beyond mere belief; it also encompasses actions of individuals, groups and organizations (p. 2). Ethics encompasses “the principles, norms, and standards of conduct governing an individual or group” (Trevino and Nelson, 2003, p. 13). Ethics can be considered a set of standards that an individual or organization uses to guide actions of the individual or group. Corporate social responsibility “is about how companies manage the business processes to produce an overall positive impact on society”

A socially conscious organization recognizes its responsibilities on several different levels, including; economic, legal, ethical and philanthropic responsibilities (Trevino and Nelson, 2003, p. 31). Therefore, ethical behavior can be seen as one aspect of a socially responsible company. A company cannot be socially responsible if it only looks after its economic and legal responsibilities. There are times when a company must do more than what is required by the letter of the law and consider what is ethical. This is especially true for multi-national organizations that operate in countries with varying legal responsibilities. The company must be driven by ethical standards above and beyond bare minimum legal requirements.

Just as ethical behavior is a part of a socially responsible organization; it is difficult to imagine a company that is striving to be ethical, not to become socially responsible. As a company examines its ethical actions, they will be driven to make decisions that become more socially responsible. This is especially true as the company strives to provide ethical treatment to all stakeholders beyond shareholders. If employees and community are considered in the decision making process as stakeholders, then decisions will be made in ways to reduce negative and enhance positive outcomes for each group. Hence, the company’s actions become more and more socially responsible.

Ethical behavior then is one component of a social responsible organization. If the organization or leader strives for social responsibility, they will be driven to act more and more ethically toward all stakeholders. Likewise, an ethical leader or organization will become more socially responsible as they consider making decisions through an ethical lens.

Since founding Magnify Leadership and Development, James has developed, facilitated and coached programs including; Change Leadership, Coaching, Communication Skills, Sustaining Learning, Interviewing Skills, Leadership, Territory Management for dozens of leading global organizations; including, Advantis Research and Consulting, IMS, CMOE, Pfizer, Sinclair, Disetronic Medical Systems, StratX, ASTD, Coventry Health Care, Wilson Learning, and many others. James is bilingual and can facilitate and coach in both English and Spanish.

Prior to founding Magnify Leadership and Development, James headed Pfizer’s Learning and Development for all of Europe, Canada, Africa and the Middle East where he was instrumental in the development of a global management curriculum and other training initiatives to enhance organizational effectiveness for over 30,00 employees.

Visit our web to learn how we can you with your leadership and communication development needs.

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Tags: moral, ethics, business, philosophy, values

With fierce global competition, organizations need to change. Global values (GV) may be the key term for the millennium. Building on similar values will be crucial for multi-national organizations. Let’s explore this thought closer. Twenty-first century organizations can no longer create values independent of others without any market input. Why should today’s leaders be concerned with organizational values? Conflicts in values between leaders and followers can have a dramatic impact on the bottom-line of an organization. Hamel, author of ,i>Leading the Revolution, maintains that these turbulent times are forcing organizations to adapt.

Creating shared valued with the customer is a remarkable concept in today’s competitive climate. Prahalad and Ramaswamy (2004) argue that an individual-centered co-creation of value between the customer and company is being generated. Clearly, a check and balance system is needed because powerful people don’t always do what is right. Thieme explains, “The future is a social construction of reality.…Those possibilities will be defined by our horizons and our horizons are in turn defined by the breadth of our understanding of complex societal changes.” While fewer organizations are embracing co-creation of values in hypercompetitive environments, can any organization afford to be left behind?

© 2007 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of four books, including More than a Conqueror: Achieving Personal Fulfillment in Government Service. Do you want to improve your life? Do you want to make better decisions? If you answer “yes,” then go to the ‘master decision-making’ website at this site.

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In business you can’t rest on your laurels; there are no guarantees. Ethical standards and staying on one’s toes are a basic requirement to sustaining a competitive advantage for large and small companies alike. Facilitating the strategic thinking and planning process every few years is an ideal way to make sure that you continue to pursue forward-thinking strategies. A great way to start the process is by looking at core values.

What do you want to create? What is important? How will your work contribute to others? How do you want to be known?

PRIORITIES

Values represent fundamental beliefs. Values drive individuals and organizations to determine priorities and take action. They influence the activities that people will do carefully, those that they will do hastily, and those they will try to avoid. What are the values you hold so dear that you would hold them regardless of whether or not they are rewarded?

In the landmark coaching book “”Co-Active Coaching” by Laura Whitworth, Henry Kimsey-House, and Phil Sandahl there is a lot of discussion about the importance of values “”Honoring our values is inherently fulfilling even when it is hard.”" When values are not being honored, people feel internal tension. “”Because human beings are flexible and resilient, it is possible to absorb a tremendous amount of discord and keep going. But there is a very high price to pay – a sense of selling out on oneself -and the result is an unfulfilling life-a life of toleration rather than fulfillment.”

If you suddenly had enough money to retire, what core values would you hold on to?

THE HUMAN FACTOR

While decision makers in business usually focus on systems and structures, the success of any business initiative is a function of the values and beliefs of the people. While practices and systems change all the time, core values tend to be more stable. Values are formed based on past influences and experiences, and evolve gradually.

If there is anxiety between rules and values, the result is often in action. If, for example, an organization announces that there should be more risk taking to promote innovation, but the people are risk-aversive, then more risk taking is unlikely to occur.

It is almost impossible to “”set”" organizational values. Values are what each individual really cares about. If we don’t really care, no one can force us to demonstrate those values.

Because it doesn’t work to try to change people’s core values, it is really important to seek out people who are already predisposed to sharing your core values.

BRIDGING THE VALUES GAP

In most businesses there are two sets of values. There are the real values that drive current decision-making. In addition, there are preferred values, which an organization believes should be real, even if they are not. For example, an organization hopes to value diversity, but the behavior in the company suggests otherwise. It is not important what is believed, but what is actually communicated and lived.

Alignment between real and preferred values can and should be incorporated as goals in a strategic plan. These goals can be monitored on a regular basis to see if the preferred values are being practiced.

What values are critical in your business, even if at some point one or more of them became a competitive disadvantage?

THE IMPORTANCE OF VALUES IN TIMES OF CHANGE

A change initiative can be successful if there is trust between employees and management. Trust is only built over time usually within a framework of common values. In “”The Dance of Change”" author Peter Senge says, “”A trust gap arises if management values and aims are not clear and credible”".
Values are the glue between an organization’s culture, people, systems, structures and processes. Values are important points of stability during times of change.

DEFINE YOUR VALUES

While some people (and businesses) can quickly identify the values the drive them, for others their values are so integrated in everything they do, it is hard to articulate what they are. If you are finding it hard to view your situation with objectivity, a business coach can help you identify the values that are important to you, and help you see areas where you or your organization might be compromising values.

As you define a future vision, if you create strategies that build on core values you will be naturally driven to succeed. If you were to start a new business in a new line of work, what core values would you build into the new organization regardless of its activities?

Helene Mazur, MBA, CFP is the founder of Princeton Performance Dynamics, a business coaching company. Helene coaches professionals, business owners and their teams to reach out of their comfort zone to achieve important goals and do more of what makes them come alive. Visit her website

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It’s never a good idea to speak evil of anyone, you end up sounding like a gossip, or what’s worse you sound like someone with an axe to grind, prejudiced and out to do harm, so that you gain greater stature. This is not a good policy. You should generally follow the golden rule, “If you have nothing good to say about someone, say nothing.”

However, I’d like to tell you about an incident from several years back.

I was sitting in my office talking to three prospective clients. They were all members of the same lounge band. They were playing locally for a short time and they wanted to record a demo. There were to be about half a dozen songs video taped with each one lasting no longer than a minute or two.

We were talking about coming at closing time and shooting until dawn. I was explaining what techniques I would use and what scenes I would be looking for, when an associate came into my office. She smiled at my guests and then walked over to my desk and put down an article face down, turned around and walked away. At the door she looked back at me. I peaked at the article, nodded and smiled. I turned back to my clients and said, “It’s a news story about a competitor, they haven’t paid their taxes.”

The discussion went on. It soon sounded like their decisions came down to two video production companies, of which we were one. They wanted to know what kind of clients we had and how secure their stock footage would be. I assured them we had long-standing, important clients and pointed to the shelves of client tapes on the wall.

I asked the name of their other choice and they mentioned “ABC Video Productions.” I said, “Oh, yes. They do really good stuff. I used to work with them a couple of years ago.”

The direction of the meeting took a short-cut with the following action, however. With two fingers I moved the article on my desk a few inches closer to them and said, “Would you like to read about them?”

The jaws of my clients nearly reached the floor in disbelief, and then they all laughed. They passed the article back and forth among them. The implication being the production company’s assets could be seized, and among those assets would be client stock footage. I never said a word.

We signed a contract and my clients had a wonderful demo. My competitor eventually went out of business.

I said nothing harmful about my competitor, but had only made certain information available to my clients. All I really did was flick my fingers. They made their decision and actually felt relieved. I’ve never felt bad about what I did. Would you?

Author Don Doman: Don is a published author of books for small business, corporate video producer, and owner of Ideas and Training, which provides business training products. Don also owns Human Resources Radio, which provides business training programs and previews 24-hours a day.

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Anyone that has been with me during the fall season at anytime in the past 40 years knows that I am a huge Philadelphia Eagles fan. Sundays start early on TV with the Donovan McNabb show, the Andy Reid show, ESPN pre-game, network pregame, the game itself and then postgame live on Comcast for a few hours. Like… don’t call me on Sunday when the Eagles are playing. One of my biggest thrills as a kid was suiting up with the Springfield Boys Club and sitting in the endzone at old Franklin Field as the Eagles played the Cowboys before our postgame scrimmage on a cold day in 1966. Joe Scarpati won that game by stealing the ball right out of the hands of Cowboys receiver, and the world’s fastest human, Bob Hayes late in the fourth quarter. I remember it like it was yesterday.

This is the backdrop of my interest as I witnessed the latest off-season whining from Terrell Owens, the Eagles receiver who is unhappy with his 7 year, $49 million contract that he signed just last year. However, I have a different perspective on TO’s “unhappiness” and it has little to do with money, respect, security or any of the other crap he has been saying in the press.

In his book The Four Agreements, author don Miguel Ruiz lists four agreements we must make with ourselves and work towards to be truly happy. These are:

Be impeccable with your word

Don’t take anything personally

Don’t make any assumptions

Always do your best

With this in mind, it is not hard to see why Terrell is really unhappy. Be impeccable with your word? This means to be honest, to say what you mean and mean what you say. Do not get involved in gossip. Be precise with what you say. Did Terrell do this when he said that McNabb was a hypocrite and then later retracted saying he said things he shouldn’t have in the heat of the moment? Don’t take anything personally? Despite signing a secure long term deal for top dollar, and despite the Eagles going to bat last year and getting him out of a messy situation with San Fran and the Ravens, Terrell thinks that because he isn’t getting the renegotiation he wants that the Eagles are disrespecting him. Disrespect? All I’ve ever heard the coach and front office is say is positive things about TO and how much he is wanted and needed in Philadelphia. Although I do think that TO’s work ethic and results on the field do prove that he does always do his best, I think he certainly has violated agreement #3 and makes all kinds of assumptions about what he is worth and what people think of him and what people mean when they say certain things. So, again, it doesn’t surprise me that TO is unhappy.

How does this relate to you the small business owner? Well, as stated before, the closer you can assimilate these agreements in your everyday life, the happier you will be. Are you precise with your speech? Do you take things personally or make assumptions? Nothing anyone says or does is because of you. And you should always have the courage to ask follow up questions if you are unclear as to what someone means. And as your mom probably told when you were a kid, “always do the best you can do and be the best you can be”.

Mike Shannon is the owner of Shamrock Business Coaching, a coaching practice that helps small business owners increase profits. You can visit Shamrock Business Coaching on the web at this site.

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Tags: ethics, values, shaw, development, social

Almost Every Failure Of Life Can Be Traced Back To A Compromise Of Personal Integrity.

Josephson Institute of Ethics issued this survey. These statistics reveal the direction that society is moving.

• 38% of all high school students said they had stolen something from a store in the past year.

• 25% of religious students admitted to stealing from their parents.

• 93% admitted to lying to their parents.

• 28% admitted to lying to get a job.

• 74% of the high school students confessed to cheating at least once in the past year.

• 91% “satisfied with my own ethics and character.”

• 97% “it is important for me to be a person with good character!”

The greatest need in society is character. Many individuals have built their lives on a foundation of compromise and mediocrity – only to discover their character cannot withstand the mounting pressures of life. Without strong character everything you achieved will crumble and fall.

Principle vs. Theory:

I have determined to build my life on principle rather than theory. I don’t negotiate my principles just because situations or people alter. Regardless of the cost, I do not compromise the standards by which I live my life. This high standard often results in me walking alone. However, when others embrace the same principles they will be walking with me.

This is the law of attraction in motion. The law states that two individuals who live according to the same standard will always move in the same direction and ultimately cross each others path. I encourage you to attach to those who sharpen your character. Unless you do your life will soon crumble before your very eyes!

Take Action:

• Who is the most ethical person you know?

• What characteristics do you admire in that person?

• Why is character so important to them?

• If that question were asked of those who know you, how many would first think of you?

If You desire to go to the next level in life check out my coaching program!

Robb Thompson Legacy Coaching was created with you in mind.

Through this dynamic program, you will experience the results you’ve always wanted. With personal coaching, we look to solve the three most common problems you face as a leader:

1. Imbalance
2. Broken focus
3. Unfulfilled relationships

As a result of going through our personal transformation system, you will walk in freedom and peace in every area of your life, you will become crystal clear about what you want and how to get there, and you’ll experience fulfilling and lasting relationships.

Don’t miss out on an opportunity of a lifetime. Allow RTI to assist you in achieving your dreams.

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Tags: moral, ethics, business, philosophy, values

Integrity and honesty. Seems they’re always in the news these days. If it’s not the lobbyist-incited exposure of someone’s political misbehaviors, it’s authors “embellishing” on their autobiographies. Oh, and let’s not forget the hardy crew of the HMS Embellishment: Marketing people.

Hmmm. That’s us.

Surely each of us has at one time or another used a little white lie to avoid trouble, make a resume seem better than we think it is, or add some “interest” to a story told in praise of a personal exploit. Even the squeaky-cleanest of us has some such fib to reveal.

But let’s examine integrity as though there were a trend here, a trend toward consistent truth-bending. Have we become hardened by the lies we’re told nearly every day, writing off those that seem harmless enough and shrieking in astonishment at others? That answer is for sociologists and psychologists to debate.

What I want to know is this: Is it okay to alter the truth about a product or service? I’m not talking about putting your best foot forward here, showing your best side to the camera, or deciding not to expose minor product problems. I’m talking about exaggerating the purported benefits of our goods. Of fabricating testimonials. Of positioning our product as one thing when it is in reality something else.

I’ll admit it. I have an opinion. It’s NO.

Here’s why.

The Customer Relationship: “Trust Me”

If what we want is a long-term relationship with our customers — and no sane business person wants anything else — then we must be worthy of the customer’s choice to spend his or her money on our products and services. We must offer them something they perceive to be of unique value, and we must deliver on the promise implicit in that value. By consistently fulfilling our promises to our customers, we become trustworthy. It’s the only way to gain customer trust.

So… If being trustworthy is our goal in business, and being trustworthy means promising something and consistently delivering on that promise, what happens if we make a promise about value that isn’t all it’s cracked up to be?

Don’t Believe Everything You See…

… and half of what you hear.

Companies that have long-term, consistent success have three characteristics about the promises they make:

1. They promise something that’s relevant to their customers.
2. They make sure they can deliver on that promise.
3. They communicate that promise in clear, unambiguous, consistent language at every point of customer contact.

There should be no news here. The reality of promise, the value of integrity, and the process of becoming trustworthy should be taught in every marketing class, every business seminar, and in every customer service workshop.

I’ll take that a step further: We should be teaching these things to our children and in the schools. We should demonstrate our commitment to integrity and the keeping of our promises in everything we do.

And before I step off the soapbox: In the end, we owe it to ourselves as much as our customers and clients to make trustworthiness our goal. It isn’t just a good thing to do.

It’s the right thing.

Michael Knowles works with entrepreneurs and growing businesses who are struggling to bring new products to market. He is co-author of The Entrepreneur’s Concept Assessment Toolbook available at here. and a principal of communications consulting company One Straight Line.

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Tags:values, ethics, business, clarification, corporate