By Larry Johnson, Bob Phillips
WorldCom. Enron. Tyco. stunning accusations of dishonesty and silent complicity have ruled headlines lately, and value the yankee economic climate trillions of greenbacks. essentially, dishonesty doesn't pay.
Drawing from those tales, in addition to from extra optimistic ones, Absolute Honesty exhibits tips on how to identify and retain a tradition the place sincere conversation is the norm, and staff can communicate brazenly with out worry of retribution. The ebook illustrates the influence that truthfulness and responsibility could have on agencies, attacking one of these passivity that enables little lies to develop into vast mess ups.
Structured round the Six legislation of Absolute Honesty, this insightful publication is going past easily extolling the virtues of ethics to supply a template managers can use to take care of an atmosphere of fit debate. It additionally encompasses a toolbox of suggestions a person can follow to enhance his or her skill to confront and unravel tough concerns.
Companies can acquire large advantages from cultivating an environment of belief. Absolute Honesty is a crucial, well timed publication that gives readers with the instruments and techniques to set up a tradition during which communique flourishes and effects communicate for themselves.
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Additional info for Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards Integrity
In other words, it’s what you do to model, reinforce, and reward open communication and healthy debate that really counts. S. Army In 1989, General Electric CEO Jack Welch created an organizational practice he called Work-Out. Consisting of mandatory monthly meetings between groups of employees and managers, the program provided an open forum where employees could discuss problems, inefficiencies, and ineffective practices with their managers. According to Welch, the intent of the innovative practice was both practical and intellectual: 33 34 THE CHALLENGE The practical goal is to get rid of thousands of bad habits accumulated since the creation of General Electric.
As you assess individual attitudes toward open expression and the accompanying behaviors, you’ll find some people like Lisa (the system cop who challenged her boss Tom’s offhand remark), who will tell you what she thinks, no matter what the consequences. Others will only tell you what they think when you ask them directly. And some will only tell you what they think you want to hear, regardless of the truth. In addition, individual attitudes toward honesty can vary widely. 00 at lunch. 50 tab with a $5 bill, the waitress gave him change for a $20 bill, and he happily stuffed the money into his wallet without pointing out her mistake.
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. No matter what the situation, it’s always a struggle for people to change, even when they have a hand in developing the direction of the change and can see the benefits of it.
Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards Integrity by Larry Johnson, Bob Phillips