Reearning the Trust of the Consumer
Reearning the Trust of the Consumer
Engineers have been lauded as whistle blowers putting management greed and shortcuts under the public microscope.
The legal system has brought some of the worst abusing corporate leaders of fiscal responsibility/accountability to justice.
Not that it hasn’t happened, but we have not read about a marketing, manufacturing or communications professional use his/her talents to bring to light wrongdoings and help make wrongdoers accountable.
These 1990s CEOs have been raked over the coals by the press and made to answer for their grey area or downright illegal actions. They have been taken to trial and found guilty of raping their companies and taking millions from the investing public.
We have not read about any of marketing, engineering, manufacturing, communications professionals being hauled into court to be held accountable for lies or half-truths that were spread. It is as though they knew nothing of the efforts that led to the destruction of the workforce’s retirement funds, investors’ fortunes and in a number of instances devastated communities.
It is as though the president/CEO – as in the Enron, CA, Worldcom, Adelphi and other trials – acted below the radar of almost everyone in the organization. That they acted in such a way that no one in the organization had any idea that they were systematically raping the companies and stakeholders.
It makes you wonder:
- Didn’t we (you and I) see any wrongdoings/abuses?
- Weren’t there any experienced executives involved in developing the plans, strategies, statements, announcements?
- Did these CEOs somehow manage to hire the dumbest executives around who would blindly follow orders without asking questions?
- Haven’t the people involved been caught? Or were they simply not been relevant in the process of managing, guiding the companies?
A Zogby Interactive poll conducted earlier this year found that U.S. voters are more distrustful than ever of political and corporate leaders.
Only 3 percent believe Congress is trustworthy; 7 percent think business leaders are; 24 percent say President George W. Bush can be trusted; and 29 percent trust the courts.
The poll was commissioned by Jim Lichtman, an ethics specialist whose latest book is "What Do You Stand For?"
Three out of four respondents said they trust politicians less than they did five years ago. Boy…that’s a surprise!
Seventy-five percent of those polled said their friends, neighbors and co-workers are trustworthy, and an overwhelming majority -- 97 percent -- described themselves as trustworthy.
We are certain that if similar surveys were conducted in other countries – Japan, Korea, England, France, etc – the results would be remarkably similar.
The good news that came out of the survey is that most people believe their personal goals in life are less important than achieving with honesty and integrity. They also feel that all employees should be held to the same ethical standards.
Or to paraphrase a long-forgotten statement... ”The only people I trust are you and me. And I’m not real certain about you.”
Many business executives and highly respected professionals have written articles on the fact that now is the time for people in their respective profession to take a major place at the governmental and business table. Now is the time for them to play an increasing role in developing and managing the organization, its policies, its programs.
Their position is that now is our best opportunity to help senior executives do the right thing. They advocate that the time is ripe for these professionals to become self-appointed ombudsmen and professional conscience to stimulate the two-way discussions that are vital for officials and the organizations success.
The flip side of this position is where were these professionals and what were they doing when the illegal and unethical acts took place? Were they always out of the room when the decisions or actions were taken? Were they on a business trip? Didn’t they receive the email on the strategy, plan, action?
Or are we and these professionals the only ones who have never worked with a management team that acts in an illegal and unethical manner?
Were we all that brain-dead or gullible to believe the efforts were obviously in the best interest of the wide range of stakeholders?
The issues and questions led us to buy and read Jim Lichtman’s book, What Do You Stand For?. Having been cited by the Zogby survey announcement, we thought that perhaps it held the magic answers for professionals and us.
At this point we want to make it perfectly clear that we consider ourselves to be a pretty ethical and a fairly morally conscious individual. With a few exceptions:
- Oh sure we do a California stop now and then at stop signs and red lights (especially when turning)
- We tend to drive “slightly” over the speed limit
- We know a product (especially software) stands a pretty good chance of not being ready for market on the day of the news release but rather 2-3 weeks later. And if it is software, it will probably be delivered with bugs (errors)
- We have been known to insert puff quotes from management that we know are meaningless/useless just to make management feel good
- We have negotiated with management when they want to do something really stupid and is probably doomed to failure. Despite our misgivings and our disagreement with the position, we have worked to ensure it succeeds to the very best of our ability
- We have – on occasion – mumbled when our spouse asks how she looks in a certain outfit for our own personal safety and wellbeing
What Do You Stand For? borders on being one of those feel good books. Lichtman has compiled hundreds of short stories written by the famous and not-so-famous people about some of their dilemmas and life inflection points.
With the depressing news from and about our public officials, the uncovering of wrongdoings as well as the greed and unethical activities that have been uncovered regarding business officials; Lichtman’s book is a reassurance that there is good in the political and business world.
Reading the book helps you appreciate that doing the right thing doesn’t have to put you at odds with the rest of the world.
The stories highlight how individuals made the decision to do the right thing even though it was uncomfortable or unpopular at the time. The book is an excellent view of ethnography and ethics.
As you read each chapter you begin to realize that there was no sudden epiphany for these individuals. You understand that there is no point where the earth begins spinning on a steadier axis.
You begin to appreciate that by listening to yourself and being your own counsel; you can arrive the right actions, produce the right results and yield the proper rewards, even when they aren’t purely monetary.
The great thing about Lichtman’s book is that it doesn’t preach ethics or discuss it in some clinical, classroom approach.
Like a good boss it leads by example.
There is a broad enough range of people who recount how they came to a point where they had to choose between right and wrong and in many of the instances the correct decision was the least popular, the least comfortable. Famous and not-so-famous you understand as you read the book that these are just ordinary people who came to a fork in the road where a deliberate decision was required. In an easy-to-read format you gain insight into what they went through to make the proper decision.
The variety of issues in Lichtman’s book is rich.
In addition, the book covers a wide range of perspectives of the issues.
The book gives you an up-close and personal view of what each writer feels is his or her major life decision.
Being honest, being fair and doing the right thing isn’t always easy. It certainly isn’t always popular (with executives and staff members around you). But if people in the marketing, engineering, manufacturing and communications fields expect to have its seat at the management table, it has to be earned.
Professionals have to help the CEO and board of directors make the tough decisions, the right decisions.
Or as Lichtman states: “Let’s recognize that we can be honest and fair and tough. … And let’s realize that we may be able to negotiate many things, but we will never negotiate our integrity.”
Professionals in the field have to do more than design/develop products, manufacture, market/sell the products and make positioning statements. If we haven’t been held accountable by the citizens, stakeholders or legal systems yet it doesn’t mean it won’t happen.
By the same token, we don’t believe that any man or woman rises to a position of leadership by being unethical. We believe they make the wrong decisions or take the wrong actions because they are the easier path at that point and time. Then, each time they do it, the path becomes easier to follow until it becomes as natural as breathing.
Being an important and valued counsel to corporate and governmental management isn’t always easy and not always popular.
Words and white papers alone won’t achieve this goal.
We are known by our deeds…not our statements.
What Do You Stand For? Stories About Principles That Matter – Jim Lichtman; Scribbler’s Inc, 287 pages; ISBN 0964859114, Oct, 2004; Hardcover, Soft cover; $24.00
Reearning the Trust of the Consumer - To learn more about this author, visit Andy Marken's Website.
Like this article? Share it with your friends
Accounting people have been hailed as whistle blowers uncovering some of the worst scandals of business history.
Engineers have been lauded as whistle blowers putting management greed and shortcuts under the public microscope.
The legal system has brought some of the worst abusing corporate leaders of fiscal responsibility/accountability to justice.
Not that it hasn’t happened, but we have not read about a marketing, manufacturing or communications professional use his/her talents to bring to light wrongdoings and help make wrongdoers accountable.
These 1990s CEOs have been raked over the coals by the press and made to answer for their grey area or downright illegal actions. They have been taken to trial and found guilty of raping their companies and taking millions from the investing public.
We have not read about any of marketing, engineering, manufacturing, communications professionals being hauled into court to be held accountable for lies or half-truths that were spread. It is as though they knew nothing of the efforts that led to the destruction of the workforce’s retirement funds, investors’ fortunes and in a number of instances devastated communities.
It is as though the president/CEO – as in the Enron, CA, Worldcom, Adelphi and other trials – acted below the radar of almost everyone in the organization. That they acted in such a way that no one in the organization had any idea that they were systematically raping the companies and stakeholders.
It makes you wonder:
- Didn’t we (you and I) see any wrongdoings/abuses?
- Weren’t there any experienced executives involved in developing the plans, strategies, statements, announcements?
- Did these CEOs somehow manage to hire the dumbest executives around who would blindly follow orders without asking questions?
- Haven’t the people involved been caught? Or were they simply not been relevant in the process of managing, guiding the companies?
A Zogby Interactive poll conducted earlier this year found that U.S. voters are more distrustful than ever of political and corporate leaders.
Only 3 percent believe Congress is trustworthy; 7 percent think business leaders are; 24 percent say President George W. Bush can be trusted; and 29 percent trust the courts.
The poll was commissioned by Jim Lichtman, an ethics specialist whose latest book is "What Do You Stand For?"
Three out of four respondents said they trust politicians less than they did five years ago. Boy…that’s a surprise!
Seventy-five percent of those polled said their friends, neighbors and co-workers are trustworthy, and an overwhelming majority -- 97 percent -- described themselves as trustworthy.
We are certain that if similar surveys were conducted in other countries – Japan, Korea, England, France, etc – the results would be remarkably similar.
The good news that came out of the survey is that most people believe their personal goals in life are less important than achieving with honesty and integrity. They also feel that all employees should be held to the same ethical standards.
Or to paraphrase a long-forgotten statement... ”The only people I trust are you and me. And I’m not real certain about you.”
Many business executives and highly respected professionals have written articles on the fact that now is the time for people in their respective profession to take a major place at the governmental and business table. Now is the time for them to play an increasing role in developing and managing the organization, its policies, its programs.
Their position is that now is our best opportunity to help senior executives do the right thing. They advocate that the time is ripe for these professionals to become self-appointed ombudsmen and professional conscience to stimulate the two-way discussions that are vital for officials and the organizations success.
The flip side of this position is where were these professionals and what were they doing when the illegal and unethical acts took place? Were they always out of the room when the decisions or actions were taken? Were they on a business trip? Didn’t they receive the email on the strategy, plan, action?
Or are we and these professionals the only ones who have never worked with a management team that acts in an illegal and unethical manner?
Were we all that brain-dead or gullible to believe the efforts were obviously in the best interest of the wide range of stakeholders?
The issues and questions led us to buy and read Jim Lichtman’s book, What Do You Stand For?. Having been cited by the Zogby survey announcement, we thought that perhaps it held the magic answers for professionals and us.
At this point we want to make it perfectly clear that we consider ourselves to be a pretty ethical and a fairly morally conscious individual. With a few exceptions:
- Oh sure we do a California stop now and then at stop signs and red lights (especially when turning)
- We tend to drive “slightly” over the speed limit
- We know a product (especially software) stands a pretty good chance of not being ready for market on the day of the news release but rather 2-3 weeks later. And if it is software, it will probably be delivered with bugs (errors)
- We have been known to insert puff quotes from management that we know are meaningless/useless just to make management feel good
- We have negotiated with management when they want to do something really stupid and is probably doomed to failure. Despite our misgivings and our disagreement with the position, we have worked to ensure it succeeds to the very best of our ability
- We have – on occasion – mumbled when our spouse asks how she looks in a certain outfit for our own personal safety and wellbeing
What Do You Stand For? borders on being one of those feel good books. Lichtman has compiled hundreds of short stories written by the famous and not-so-famous people about some of their dilemmas and life inflection points.
With the depressing news from and about our public officials, the uncovering of wrongdoings as well as the greed and unethical activities that have been uncovered regarding business officials; Lichtman’s book is a reassurance that there is good in the political and business world.
Reading the book helps you appreciate that doing the right thing doesn’t have to put you at odds with the rest of the world.
The stories highlight how individuals made the decision to do the right thing even though it was uncomfortable or unpopular at the time. The book is an excellent view of ethnography and ethics.
As you read each chapter you begin to realize that there was no sudden epiphany for these individuals. You understand that there is no point where the earth begins spinning on a steadier axis.
You begin to appreciate that by listening to yourself and being your own counsel; you can arrive the right actions, produce the right results and yield the proper rewards, even when they aren’t purely monetary.
The great thing about Lichtman’s book is that it doesn’t preach ethics or discuss it in some clinical, classroom approach.
Like a good boss it leads by example.
There is a broad enough range of people who recount how they came to a point where they had to choose between right and wrong and in many of the instances the correct decision was the least popular, the least comfortable. Famous and not-so-famous you understand as you read the book that these are just ordinary people who came to a fork in the road where a deliberate decision was required. In an easy-to-read format you gain insight into what they went through to make the proper decision.
The variety of issues in Lichtman’s book is rich.
In addition, the book covers a wide range of perspectives of the issues.
The book gives you an up-close and personal view of what each writer feels is his or her major life decision.
Being honest, being fair and doing the right thing isn’t always easy. It certainly isn’t always popular (with executives and staff members around you). But if people in the marketing, engineering, manufacturing and communications fields expect to have its seat at the management table, it has to be earned.
Professionals have to help the CEO and board of directors make the tough decisions, the right decisions.
Or as Lichtman states: “Let’s recognize that we can be honest and fair and tough. … And let’s realize that we may be able to negotiate many things, but we will never negotiate our integrity.”
Professionals in the field have to do more than design/develop products, manufacture, market/sell the products and make positioning statements. If we haven’t been held accountable by the citizens, stakeholders or legal systems yet it doesn’t mean it won’t happen.
By the same token, we don’t believe that any man or woman rises to a position of leadership by being unethical. We believe they make the wrong decisions or take the wrong actions because they are the easier path at that point and time. Then, each time they do it, the path becomes easier to follow until it becomes as natural as breathing.
Being an important and valued counsel to corporate and governmental management isn’t always easy and not always popular.
Words and white papers alone won’t achieve this goal.
We are known by our deeds…not our statements.
What Do You Stand For? Stories About Principles That Matter – Jim Lichtman; Scribbler’s Inc, 287 pages; ISBN 0964859114, Oct, 2004; Hardcover, Soft cover; $24.00
Reearning the Trust of the Consumer - To learn more about this author, visit Andy Marken's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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