Fine line between business cheat, savvy exec
Francis Wade, Contributor
Recently, I heard the story of an executive who told his staff a vivid account of how he cheated a potential partner in a business deal. It was framed in the context of 'smart business decisions I have made'.
Unfortunately, it was heard in quite a different context: liar and cheat who cannot be trusted.
Newly promoted managers are often surprised to discover that Anyone The book, The Wisdom of When the right level of Jamaican managers sometimes fail to In organisations, a little Casual conversations It's all Fortunately, this phenomenon works in In my work, I define integrity Therefore, One way to learn how to live with this kind of 1. At 2. As we progress, we can find YouTube videos 3. If we are able to observe someone who has 4. A huge increase takes place to 50 per cent 5. Those who retain the most
there is an intelligence that groups of employees demonstrate that is
often missing in the thinking of individuals.
who has ever given a speech knows the feeling of being more than a
little naked, and the reality is that 100 people all listening at the
same time is not the same as having 100 individual conversations. In
other words, it's easier to fool a single person than a group, which
appears to register every single inconsistency and falsehood, and remain
unconvinced by arguments that overpower single
Crowds by James Surowiecki, speaks to this phenomenon in which
groups are often smarter than the brightest
intra-communication is present, decision-making improves and information
is aggregated quickly, and at high quality. History is recorded more
faithfully, and promises are less likely to fall through the
acknowledge this phenomenon, and attempt to get away with behaviours
that they think only a few notice, forgetting the power of the group.
For example, a single illicit affair with a different staff member each
year may not seem like much, but after a few years a manager may be
astonished to discover how many people know so much about his 'personal'
life. Managers are often surprised by how many eyes and ears are paying
information gathered from here and there adds
put together in a series of casual conversations repeated hundreds of
times by staff members who don't need to be malicious to end up being
positive ways as well.
as an unyielding willingness to keep one's word regardless of the
circumstances. An executive who brings integrity to every interaction
builds a kind of goodwill that others notice and talk about, even though
good news travels much slower than bad.
it's a good idea to play it safe, and to treat your word as a manager as
if it were special, or even sacred. It makes sense to the bitter end to
fulfil promises that you have made, even when you
power is to follow the pyramid of learning discovered by the National
Training Labs in Bethel, Maine, United States.
the very start, we can learn about integrity by listening to someone
talk about it, and then move on to reading and studying it for
ourselves. This allows us to retain about 10 per cent of what we
or podcasts on the subject, which increases our learning to 20 per
integrity actually demonstrate it in action in a live situation, our
retention increases to 30 per cent. This can be facilitated in a
workshop setting where its actual occurrence can be made clear in real
when a group is given the opportunity to discuss the concept. Those
individuals who move to practise it in their daily lives will retain an
astonishing 75 per cent.
(90 per cent) are those who undertake teaching. I have seen a few local
executives play this role, becoming the proponents of integrity in their
companies. As teachers, they call themselves to an extraordinary
standard, and implicitly give others permission to hold them to account.
Some even allow this to happen in public forums, with an effect that is
Newly promoted managers are often surprised to discover that
The book, The Wisdom of
When the right level of
Jamaican managers sometimes fail to
In organisations, a little
Fortunately, this phenomenon works in
In my work, I define integrity
One way to learn how to live with this kind of
2. As we progress, we can find YouTube videos
3. If we are able to observe someone who has
4. A huge increase takes place to 50 per cent
5. Those who retain the most
Unfortunately, there are
too many who don't care, and end up simply doing whatever happens to be
in their best interest.
This ends up being the
unintended lesson that their employees learn; a particular, selfish way
of being that gets amplified across the
They do damage without knowing it, and
it's too bad. Our employees are usually hungry for much, much
Francis Wade is a consultant with Framework
Consulting and author of the One Page