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Mark
Goulston is Senior Vice President of Emotional Intelligence at Sherwood
Partners, a Palo Alto, California-based turnaround and growth
consulting firm.
Author of 'Get Out of Your Own Way:
Overcoming Self-Defeating Behavior', Goulston is also a professor at
UCLA. In his work, he helps leaders and teams quickly recognize, accept,
correct, and learn from mistakes.
Good judgment is one of the four characteristics of
successful leaders. But how do you know what the right thing to do is -
and when to do it?
Even with Sarbanes-Oxley and the pressure for leaders
and boards to be, well, above board, we still live in ethically and
morally challenged times. Nice guys may not finish last, but until there
is clear evidence that some of them are finishing first and doing so
because of their honesty, the needle is not going to move very far
toward taking the high road instead of the low road.
Can you do the right thing before you know what the
right thing is? Where does knowing the right thing come from? Is it
instinctual and in our genes? Or is it learned and in how we were
raised? Why do the right thing, when doing the wrong thing is sometimes
so much easier, quicker, harder to detect -- and something everyone else
is doing, too? Why bother making your life hard when you can make it
easy?
Taking the time to learn the right thing to do in
various circumstances -- and then do it -- is a matter of values more
than anything else. If you value winning at any cost, how you play the
game won't matter. But putting value on being the best you can be,
testing your mettle against the best opponents, and then becoming even
better because of it results in your having a winning life.
A couple of years ago I was a speaker at the Annual
Association for Corporate Growth's (ACG) Middle Market Mergers &
Acquisitions conference in Los Angeles. Arguably the most successful
amongst the other perhaps more notable speakers was Michael Heisley, CEO
and chairman of Chicago-based Heico Acquistions and owner of the NBA
Memphis Grizzlies. Mike has made a career - and a bundle of money -
buying underperforming companies and turning them around.
The ACG hosted the guest speakers at a cocktail party
at the Beverly Hills Hotel. Mike attracted people to him like bees
around honey. Everyone wanted his attention. When it was my turn to
greet him, something possessed me to ask, "How much of who you have
become was due to your father?"
Momentarily taken aback by this question, he pointed
to a couple of chairs at a nearby table and said, "C'mon, let's sit
down." Other people waiting for their audience with Mike may have been a
little miffed, but I wasn't about to refuse such an invitation from
this successful revitalizer of the rust belt.
We sat down and Mike shared the following: "Some of
the best advice I ever received came from my dad. There was the time
when I told him about a business I was about to buy that was clearly a
win for me and a lose for everyone else who had any connection with the
company. He looked at me and said, 'Why would you do a deal that helped
you and hurt everyone else?'"
"It was as if he were saying, 'Mike, because you know
how to take advantage of opportunities, you don't have to take advantage
of people.' What I didn't realize at the time was that my father had so
much confidence in my ability to be successful by knowing and doing the
right thing, that I didn't want to dishonor his belief in me by being
any less than he thought I could be. And I didn't. Like Jack Nicholson's
famous line from the movie, As Good As It Gets , my dad made me want to
be a better man. And I like to think I have."
That sense of judgment is a guiding principle that
Mike tries to follow in his business and his life. Not betraying the
trust of those less powerful than you is one of the best ways to inform
you about what the right thing to do is. Knowing the right thing -- and
then doing it -- is what causes not just success, but also the peace of
mind that comes from a well-lived life.
One of the reasons Mike exercises his judgment with
care is to honor his dad. You, too, can use your mentors, role models,
and those authority figures that were more authoritative than
authoritarian as your guides to knowing the right thing to do. Every
time you are faced with a decision in which there appears to be a right
and a wrong response, just ask yourself in your mind's eye: "What would
my mentor say?" If you have the least bit of hesitation in running it by
them even if only in your mind, there's a good chance that you're being
tempted to do the wrong thing.
Usable Insight: Doing the right thing
is what leaders do to honor the trust -- and to and be worthy of the
esteem -- of the people they work with.
This article formed the second part of a five part
series by Mark Goulston, originally published in Fast Company earlier
in 2004. The other four articles are available to read within the Value
Systems section of the LeaderValues website. |
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