9780131490505

Through a combination of research, and original thought leadership, the authors demonstrate how the best performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. These individuals exhibit moral intelligence: a strong moral compass and the ability to follow it, even in a world that may reward bad behaviour in the short run. Lennick and Kiel reveal how dozens of companies benefit from the moral intelligence of their leaders. The authors help you build the specific moral competencies leaders need: integrity, responsibility, compassion, forgiveness, and more. They offer detailed guidance on being a moral leader in large organizations and entrepreneurial ventures, as well as a step-by-step plan for strengthening moral skills wherever you are.

Doug Lennick led 14,000 professionals and support teams at American Express Financial Advisors to unparalleled success. Today, in addition to his work as managing partner of the Lennick Aberman Group, he continues to work directly with American Express Company's CEO, retaining the title of EVP and focusing on workforce culture and performance. He is known worldwide for his expertise in driving business results by improving managers' emotional competence.

Fred Kiel, Ph.D., co-founder of KRW International, Inc., brings over 30 years of experience to his work with Fortune 500 CEOs and senior executives on building organizational effectiveness through leadership excellence and aligning organization with mission. Kiel is often called the "father of executive coaching" for his pioneering work in this field. Before founding KRW, Kiel worked with senior executives in private practice, developing a rigorous data-gathering and customizeddevelopment process designed to provide executives with transformative feedback.

Foreword

xxiii

Introduction

xxxi

PART ONE MORAL INTELLIGENCE

Good Business

3

(16)

Born to Be Moral

19

(18)

What the Best Leaders Believe

20

(1)

A Visit to the Nursery

21

(1)

Nature Versus Nurture

22

(1)

Growing Up Moral

23

(1)

Learning to Be Responsible

23

(1)

When Things Go Wrong

24

(1)

Inside Your (Moral) Brain

25

(1)

It's All in Your Head

26

(3)

The Moral Map of Your Brain

29

(1)

Why We're Good and Why We're Bad

30

(1)

So What Went Wrong?

31

(2)

Moral Software

33

(4)

Your Moral Compass

37

(26)

Embracing Universal Principles

41

(2)

Discovering Your Values

43

(2)

The Morality of Values

45

(4)

Beliefs

49

(2)

Identifying Your Beliefs

51

(2)

Goals

53

(4)

Why Leaders Love Goals

57

(1)

Your Goals

58

(1)

Put It in Writing

58

(1)

Behavior

59

(4)

Staying True to Your Moral Compass

63

(16)

PART TWO DEVELOPING MORAL SKILLS

Integrity

79

(14)

Acting Consistently with Principles, Values, and Beliefs

80

(2)

Telling the Truth

82

(5)

Standing Up for What Is Right

87

(2)

Keeping Promises

89

(4)

Responsibility

93

(12)

Taking Responsibility for Personal Choices

95

(2)

Admitting Mistakes and Failures

97

(3)

Embracing Responsibility for Serving Others

100

(5)

Compassion and Forgiveness

105

(10)

Actively Caring About Others

106

(3)

Letting Go of Your Own Mistakes

109

(3)

Letting Go of Others' Mistakes

112

(3)

Emotions

115

(26)

Self-Awareness

117

(2)

Understanding Your Thoughts

119

(2)

Personal Effectiveness

121

(1)

Deciding What to Think

121

(2)

Self-Control

123

(1)

Nurturing Emotional Health

123

(4)

Interpersonal Effectiveness

127

(1)

Empathy

128

(1)

Misplaced Compassion

129

(3)

Respecting Others

132

(3)

Getting Along With Others

135

(6)

PART THREE MORAL LEADERSHIP

The Moral Leader

141

(16)

Leading Large Organizations

157

(28)

The Fabric of Values

157

(2)

Is There Such a Thing as a Morally Intelligent Organization?

159

(1)

The Morally Intelligent Organization---An Aerial View

160

(1)

Morally Intelligent Policies

161

(2)

The Principles that Matter Most

163

(1)

Organizational Integrity

163

(3)

The Responsible Organization

166

(7)

The Compassionate Organization

173

(3)

The Forgiving Organization

176

(2)

Recruiting for Values

178

(1)

Reinforcing Values Starts at the Top

179

(1)

The Power of Formal Rewards

180

(2)

Success Stories

182

(1)

Ideal Versus Real

183

(1)

Values and the Global Organization

183

(2)

Moral Intelligence for the Entrepreneur

185

(22)

Moral Values in Small Organizations

190

(14)

Last Words About Business Start-Ups

204

(3)

Epilogue Becoming a Global Moral Leader

207

(8)

Raising the Stakes

208

(1)

Watch Your Wake

209

(1)

Give Back

210

(1)

Create the Future

211

(1)

A Global Business Opportunity

212

(2)

Conclusion

214

(1)

Appendix A Strengthening Your Moral Skills

215

(12)

A Look in the Mirror

216

(1)

Using the MCI

217

(1)

The Right Frame of Mind for Completing the MCI

217

(1)

Scoring and Interpreting Your MCI

217

(1)

Prioritizing Your Moral Development Efforts

218

(1)

The Road Less Traveled

219

(1)

The 80/20 Rule

219

(1)

Your Moral Development Plan

220

(2)

Putting Your Moral Development Plan into Practice

222

(1)

Breaking Bad Habits

223

(1)

Reward Yourself for Positive Change

223

(1)

Surround Yourself with Positive People

224

(1)

Do I Really Need to Change?

224

(1)

Books, Audio, and Video Media

225

(1)

Workshops

226

(1)

Personal Counseling

226

(1)

Executive Coaching

226

(1)

Appendix B Moral Competency Inventory (MCI)

227

(8)

Appendix C Scoring the MCI

235

(6)

Moral Competencies Worksheet

238

(1)

What Your Total MCI Score Means

238

(3)

Appendix D Interpreting Your MCI Scores

241

(8)

Total MCI Score (Alignment Score)

242

(1)

Highest and Lowest Competency Scores

243

(1)

Individual Item Scores

243

(1)

Reality Testing

244

(1)

Do Your Scores Matter?

245

(1)

Now What?

246

(3)

Index

249

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Foreword Foreword Building a Better Culture There are few issues with more significant impact on life in and out of organizations today than that of moral action. Crusades and jihads are moral righteousness taken to harmful and even evil extents--hurting others and demanding homogeneity of beliefs. The moral righteousness involved in trying to fix, save, or punish others has led to some of the most horrible episodes in human existence. Beyond the tragic loss of life, there is the subjugation of the human spirit. There is the loss of dreams and possibilities--the loss of spirit. Ironically, this travesty of moral imperialism comes at the same time as people worldwide are voicing the need for more spirituality and religion. Most of us know right from wrong. In hundreds of studies of the characteristics that differentiate outstanding from average leaders from their less effective counterparts (both average and poor performers), integrity has never appeared to distinguish high performers. Is this evidence of a morally bankrupt system? No. It is that the moments of "out-tegrity" are so egregious and shocking that we become preoccupied with them. In the process, we miss the many tests of our morality and humanity that we face each day. For example, deciding how to promote a product or service is enacted in the context of one's values and an organizational culture that encourages consistency with a set of shared beliefs and norms. The essential challenge of moral intelligence is not knowing right from wrong, but doing versus knowing. There are people who are suffering from mental illness and a small percentage of the population that are psychopaths or sociopaths. All of these people may not "know" right from wrong. But most of us are not in that category. So why don't we act appropriately more often? Most of us do--most of the time. Of the hundreds of decisions we make each day, most of us consider what is "right," what will be better and help our community, organization, and fellow humans. But we don't always agree on what is right. Values and Operating Philosophy This is where values and philosophy come into play. Our values are based on beliefs and determine our attitudes. A value typically includes an evaluation (i.e., good or bad designation) of an object or subject. Sets of values form proscriptions and prescriptions (i.e., statements of whatnotto do and whatto do) that guide our daily life. Values also affect how we interpret and perceive things and events around us. But decades of research on values have shown little correlation to behavior. 1 To understand people's actions, we have to look behind specific values to uncover how an individual determines value. This can be called a person's "operating philosophy." Research into typical operating philosophies has resulted in a test that allows us to measure a person's relative dominance among three different ways to determine the value of a act, a project, a decision, how to spend your time, and so forth. 2 Our philosophy is thewaywe determine values. For example, a consultant lists "family" as a dominant value, but still spends five days a week away from his wife and two children, traveling for his job. He says he's enacting his value by providing enough money for his family's needs. By contrast, a manufacturing manager who also lists "family" as his dominant value has turned down promotions so he can have dinner each night with his wife and children. The difference between those two men might be in how aware they are of their true values, how aligned their actions are with those values, or in the way t

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Moral Intelligence : Enhancing Business Performance and Leadership Success

Moral Intelligence : Enhancing Business Performance and Leadership Success

0131490508

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