Absolute Honesty: Building a Corporate Culture That Values Straight Talk and Rewards Integrity
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WorldCom. Enron. Tyco. Shocking accusations of dishonesty and silent complicity have dominated headlines recently, and cost the American economy trillions of dollars. Clearly, dishonesty doesn't pay. Drawing from these stories, as well as from more positive ones, Absolute Honesty shows how to establish and maintain a culture where honest communication is the norm, and employees can speak openly without fear of retribution. The book illustrates the impact that truthfulness and accountability can have on organizations, attacking the sort of passivity that allows little lies to grow into giant disasters. Structured around the Six Laws of Absolute Honesty, this insightful book goes beyond simply extolling the virtues of ethics to provide a template managers can use to maintain an environment of healthy debate. It also contains a toolbox of techniques anyone can apply to improve his or her ability to confront and resolve difficult issues. Companies can reap huge benefits from cultivating an atmosphere of trust. Absolute Honesty is an important, timely book that provides readers with the tools and strategies to establish a culture in which communication thrives and results speak for themselves.
idea what to do, and he figured the only logical approach was to ask the crew for advice since they were closest to the problems. The simple act of listening not only gave him the answers he needed but also, he later realized, inadvertently stimulated the spectacu- lar turnaround in morale and performance. ‘‘Once they knew I was truly interested in what they thought, the suggestions and ideas started rolling in and the morale started shooting up.’’10 ᭡ Take people seriously, even if you
of the good things you tell them because they’re always wondering when the zinger will come. Not that there is anything wrong with acknowledging someone’s strengths when giving feedback—we just think it’s better to avoid making a sandwich and get to the point. We especially liked the ap- proach our editor at AMACOM, Adrienne Hickey, used with us when she gave us feedback on our initial proposal for this book. She said, ‘‘Listen guys, I’m not going to waste time telling you what I liked
cation.’’ In our consulting practices, we have observed many confronta- tions that could have been avoided if the session leader or the group manager had recognized how different perspectives can affect a busi- ness meeting. The leader is the critical person who can set the stage and the operating rules so discussions do not get off track. Leaders cannot be afraid to jump in during the session and clarify the per- spective of each participating party. A good leader sitting in on the
to sit in on many of the manager meetings and operational reviews conducted by Andrew (Andy) Grove, Intel’s COO at that time. Grove had (and still has) a well-deserved reputa- tion for being a tough and demanding manager. The sheer power of his intellectual skills and his industry knowledge, combined with his willingness to challenge and question what he perceived to be inaccu- .......................... 10016$ $CH1 04-15-03 07:46:50 PS T H E N A K E D T R U T H 17 rate or false
an entrepreneurial genius from Oak Park, Illinois, owned the U.S. rights to sell a five-spindle, restaurant-grade milkshake machine called the Multimixer. He no- ticed that one of his customers, a hamburger stand in San Bernar- dino, California, was buying five times more Multimixers from his West Coast salesman than any of his largest customers. He flew out .......................... 10016$ $CH8 04-15-03 07:47:59 PS 210 T H E S I X L A W S O F A B S O L U T E H O N E S T Y to