In the past three parts of this series, I've endeavored to lay out ways for leaders to strengthen their ethics and how to apply it to their leadership style. Some are hard and some are easy. This is an easy one:
Get Philosophy into your life.
Executive coaches report steady demand for their services despite the recession. Individual and corporate clients say the one-on-one counseling is critical for career success, especially during tough economic times.
It is becoming increasingly difficult for boards to attract outstanding board candidates. Candidates are reluctant to consider opportunities because of the increased time demands of board membership as well as the increased time demands of the candidate's own positions. This is especially problematic because the need for board members, and especially outstanding ones, has never been greater.
There's striking disagreement on the shape of the economic upturn – being touted are 'J', 'L', 'V', 'U', 'W' or even a 'saxophone shaped upturn', however what's sure is it's coming. With the upturn – welcome or not – is a complete shredding of the workplace rulebook!
Little is written about the options available to CMOs to progress beyond their role as marketers and become key players at the executive committee level. At the Rich Gee Group, we frequently run into many C-Level executives who want to progress to the top rung and help them develop a strategy on what they should be doing to make themselves credible contenders for the CEO berth.
eth-ics (noun) - that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions. Right and Wrong. Good and Bad. And the most important part - the motive and ends of such actions. There are many executives out in the marketplace today that know what they are doing is wrong . . . and bad.
I'm tired. And angry. And I'm not alone. For too long, the stewards of our most cherished institutions have been acting less than ethical. I call it "short term thinking for short term gain" — get in, make a quick buck, and move on to the next sucker. Not the best behavior for supposedly the best executives in this nation.
Is your typical communication channel to your direct reports not working? Are people dropping the ball, doing the wrong thing, or not understanding your stated vision for the company? Your EQ might need a little polishing.
Gladwell again uses history to reinforce his argument that with the proper planning and doing something different (something that your opposing team (i.e., competition) isn't expecting) even though you are the underdog — you will succeed.