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Professionalism and ethics
Professionalism and ethics
Professionalism and ethics
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The business world is like a narrow bridge, all it takes is one wrong step and you fall off the edge. These executives are some of the greatest minds in their industries achieving rapid success, but end up driving the train off course. In this article Derailed, author Tim Irvin narrates the collapse of six high-profile CEOs (Robert Nardelli, Carly Fiorina, Durk Jager, Steven Heyer, Frank Raines and Dick Fuld) and the components that drove their depositions. The failure of character is a common issue along with deficits in authenticity, humility, self-management and courage. This article ultimately explains that derailment is foreseen long before the collapse. What we learn is how derailment occurs and how to avoid train wrecks in our own professions. II.) Lesson one: …show more content…
Once he saw everyone around him getting bigger, those dreams were shattered. A new ambition was developed to conquer the corporate world. Nardelli earned a business degree and accepted a job at General Electric where he would thrive. His worked ethic was his biggest asset but it was not enough to be the next CEO. Luckily Nardelli was offered the CEO position at Home Depot. Nardelli's problems occurred when he dismissed the interpersonal relationship standard. The staff morale and customer service began to dismantle. Home Depot was a dictatorship at the time, it was his way or the highway. The lack of leadership was due to his arrogance, tone-deaf response to criticism, and the "get it right or get out" approach to the staff. The most important message to receive comes from Irvin, "Greatness does not result from competence only; it flows from an inspired work force that trusts the character of its
The founders hired a CEO to continue guiding the company on the path towards success but realized too late that they overlooked an important component. The CEO lacked the character and traits needed to positively develop and lead the company and its people. After facing a major decline in customer service and an uptick in employee turnover, The Home Depot realized that it needed to resort back to the basic guiding principles. They must choose a leader that buys into the same vision and philosophy that the company was built upon. The leader must behold the same values that were cherished by the founders and must be willing to invest in nurturing the culture, the associates and customers.
The article centers on the leadership of Home Depot's Chief Executive Officer Robert L. Nardelli. He was born May 17, 1948, in Old Forge, Pennsylvania. He received his Bachelor of Science in business from Western Illinois University, and also earned an MBA from the University of Louisville.
This book is important to business students because it shows that even the most seasoned executive runs into unexpected challenges and can find themselves in uncharted territory. Jim Barton’s experiences and lessons can be lessons for anyone. Any employee, whether they are support staff or a top executive, should always maintain an open mind and be ready to learn from a situation or the people around them at any time.
Most people think that being a leader is all about prestige, loyalty, or fame. While being a leader certainly is a great confidence and social status booster, there is more to being a leader than these. Being a leader requires passion, dedication, time, effort, and most importantly hard work. I would like to make myself believe that leaders are made and not born and that hard work can spell the difference between an immature and a holistically effective leader. The objective of this paper is to discuss by knowledge, belief system, and perception of leadership in relation to Bleachers by John Grisham which outlines the leadership story of Coach Eddie Rake and how he handled his team through thick and thin and through the greatest leadership challenges, towards success; to outline which character in the story I see myself in; and to characterize what type of leader I want me to be not in the future, but as early as now.
Everyone was expected to know how to do their jobs and if they didn’t know how to do something they had to “figure it out”. Needless to say, mistakes were made. Of course, natural leaders emerged and became pseudo role models to a few of us but the firm never made the step to establish role model relationships for training purposes. Furthermore, our constantly heavy workloads made it difficult for us to watch or learn from any one person because the few people who would have been consistent role models were regularly traveling for business and were not available to offer their guidance to the younger or less seasoned
Instead of creating another IT giant, Ross Perot’s personal ambitions and management methods drove a company to the breaking point. Ultimately, the failures of Perot Systems to succeed on the scale of EDS are centered on Ross Perot’s failure to show the proper leadership skills and to develop a successful culture of leadership within his company left Ross Perot losing in the marketplace his business vision helped create.
Kellerman, B. (2004). Bad Leadership: What it is, How it Happens, Why it Matters. Boston, Massachusetts: Harvard Business Press.
This paper will compare and contrast two CEOs that led technology companies through difficult times. Michael Dell CEO and founder of Dell Computers and Andy Grove former CEO and cofounder of Intel each provided quality leadership as their companies faced challenges in the fast-paced computer technology industry. This paper will introduce each man and describe their contributions to their company and the field of management, resistance they encountered, similarities in their professional lives and how they differed. The information about these two success CEOs comes from Jeffrey Krames (2003) book What the Best CEOs Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business.
According to author Patrick Lencioni, most companies experience some level of dysfunction within their company, with management staff and other employees. The Five Dysfunctions of a Team is a leadership fable of a company experiencing all five dysfunctions in one way or the other. Most companies have leaders, managers, or supervisors that make most of the major decisions for a business. The author discusses each of the five dysfunctions, which are absents of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results (pg. 188). The author uses a pyramid graph to show the different levels of the dysfunctions and how the leadership staff must review themselves and
Sears Holdings is a company in transition. Now, faced with adversity and the threat of bankruptcy looming its leadership has come under scrutiny. “Great leaders not only have drive; they want to lead. Also important is a high need for power, a preference to be in leadership rather than follower positions. A high power need induces people to attempt to influence others, and sustains interest and satisfaction in the process of leadership. When the power need is exercised in moral and socially constructive ways, rather than to the detriment of others, leaders inspire more trust, respect, and commitment to their vision (Bateman, pp 399, 2007).”
Areas that may prevent a leader and by default an organization from remaining successful. Goldman notes a “360-degree feedback” method. Goldman stresses a microanalysis approach with an individual review of behavior that may lend itself to an unconscious “successful” mindset. Throughout his books expands the micro results on a more macro scale as it relates to wellbeing and success of the organization. This system of feedback is rigorous and is likely to identify traits not necessarily cited on an annual review or evaluation form. The “360-degree feedback” is a comprehensive assessment, followed by a thorough dialogue of the cited behavior, with particular focus on that which may inhibit growth.
Good to Great: Responding to Change. I think that Jim Collins' book is essential for future entrepreneurs, managers, and leaders in the Philippines. The tips given by the author are useful in the dynamic, ever-changing, and constantly fluctuating business environment of the Philippines. Jim Collins described the kind of leader who can address these changes as a Level 5 leader "a paradoxical blend of personal humility and professional will." The Level 5 leader is not the "corporate savior" or "turnaround expert". Most of the CEOs of the Good To Great companies as they made the transition were company insiders. They were more concerned about what they could "build, create and contribute" than what they could "get - fame, fortune, adulation, power, whatever". No Ken Lay of Enron or Carly Fiorina of HP, the larger-than-life CEO, led a Good To Great company. This kind of executive is "concerned more with their own reputation for personal greatness" than they are with "setting the company up for success in the next generation". Transformations from Good to Great start when a company finds a CEO who is humble but iron-willed, and who is ambitious for the company, not necessarily for himself or herself.
Robert Bruce Shaw, in his book Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter (Jossey-Bass, April 2014), explains the most common blindspots he has seen while working as an executive coach for many professionals. Shaw noticed that unseen weaknesses occur in four areas: self, team, company, and markets. In this book, Shaw is trying to help leaders identify weaknesses, threats and other vulnerabilities that can negatively impact a leader 's effectiveness, results, and career. Shaw explains how blindspots work and why they persist, but also provides techniques for identifying them and taking action before they create lasting damage. This book provides some insight into how a clearly good decision made at some time can end up being a killer decision in the end. Shaw shows how good judgment is built on bad judgment, which means that you learn mainly as a result of your mistakes. According to Shaw 's experience, mistakes may happen everywhere within a company or organization, including those made at the top level. Mistakes happen for a variety of reasons, including a lack of adequate information at the time the decision was made and, in the end, simply a wrong choice made by the leader.
Cultivating a taste for failure and chaos Schmidt encourages it: “Please fail very quickly—so that you can try again.. he had praised an executive who made a several-million-dollar blunder: “‘I’m so glad you made this mistake. Because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we don’t have any of these mistakes, we’re just not taking enough risk.’”
In today’s day and age the term VUCA, short for volatility, uncertainty, complexity, and ambiguity, is often an all-encompassing excuse to explain away the hard work put into a particular position or course of action that goes astray. However, Johansen’s leadership opportunities of vision, understanding, clarity, and agility provide a roadmap to success by flipping the danger, like an aikido move in martial arts, absorbing the attach, and redirecting the energy of the attach in a positive direction (Johansen, 2007). Nathan Bennett, a professor at Georgia State University’s Robinson College of Business, and James Lemoine, a doctoral candidate at Georgia Institute of Technology, explain what VUCA means to everyday managers in their article Management: What VUCA really means to you. In turn, Cymbal Company CEO, Craigie Zildjian, provides an awesome example of someone who absorbs the difficulties of volatility, uncertainty, complexity, and ambiguity, like a martial arts practitioner and redirects its energy in a positive direction.