We handicap our potential when we think we have to exploit others to get ahead. Succeeding is not a zero-sum game. We don’t look better when everyone else looks worse.
Frank Sonnenberg makes the case in Managing with a Conscience, that the only sustainable way to succeed is the right way—not cutting corners—emphasizing the intangibles like trust, creativity, focus, speed, flexibility, relationships, loyalty, and employee commitment. While not readily measureable, they can make or break leaders and organizations. Sonnenberg believes that leaders who have a jaded view of intangible assets will never make the commitment required to reap their full potential.
Sonnenberg discusses at length, nine critical success factors that need to be built into the organization:
- Passion that develops commitment to the organization’s mission, values, and goals
- An innovative and creative environment and mindset that reinvents itself every day
- Effective, focused and consistent internal communication to set priorities that focus the organization’s efforts and people on the resources that provide the greatest potential return.
- Devotion to service excellence
- A learning organization that adapts well to change
- Responds with speed
- Maintains a flexible structure by collaborating both internally and externally
- Emphasizes that personal networking is an efficient and effective way to solicit ideas, access new sources of information, increase business development, and attract new hires
- Understands that trust is foundational. It is what binds us together and makes work possible.
Sonnenberg hits these issues head-on. Managing with a Conscience is both an analysis and a practical how-to book. He demonstrates how to take management platitudes beyond the letter of the law. Asking the right questions helps to take you beyond mere compliance. People often get cynical about the latest initiative because they are not implemented on a meaningful level—and consequently they never really get the results you’re looking for. Sonnenberg helps you get to the intent. From the employee bill of rights:
Employees have the right to approach management. Management should announce an open-door policy. But announcing is not enough. Employees should feel comfortable approaching management. Ask yourself if you’re in your office long enough to be approached. Are you available at convenient times or only at 7:00 a.m.? Has your administrative assistant done everything to screen you from “outsiders” except put barbed wire outside your office? When a concern was brought to your attention, in confidence, did you divulge any part of the information? Do you just go through the motions of listening? It is up to you to take the initiative and get out of your office to meet with employees. Been seen on a regular basis so people don’t think you’re avoiding them.
Sonnenberg writes, “If your organization isn’t focused, someone is probably undoing something you just completed.” How true. As he notes, when people don’t know or understand the organizational purpose, they end up going in different directions, often competing with each other. And this is true in the social media environment, too. It is not unusual to see social media participants undoing an organization’s values and beliefs because they simply don’t understand them or can’t live them. They create conflicting messages that undermine the purpose of the organization.
“The costs to society,” writes Sonnenberg, “of everyone acting like random molecules bouncing off one another is just too great. We have no time to think about what is important. We judge someone’s worth by what we see on the outside rather than their inner worth. We envy someone who has achieved success without think about what they did to earn it.” We can change that, if we begin with our own example first.
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| This comprehensive book is based on the idea that “what goes around comes around.” If you treat people right, they will treat you right. Sonnenberg believes that when you operate with the highest levels of trust and integrity, it makes you feel good about yourself, the people you work with, and the organization that you represent. It impacts how you view yourself and the way other people view you. |
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In ReWork—a go-to book for inspiration—authors Jason Fried and David Hansson explain why you need to get on with it. Just do it.
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