Wanted: New Windshield Wipers

Treasured Readers,

Earlier this week, my windshield cracked, succumbing to a fast-flying clump of winter’s sloppy something-or-other.   Adulthood has its privileges; among them is full auto coverage.  The windshield was replaced without incident (or even deductible, to my relief).    

The new windshield is stunning in its clarity.  I had not realized what 120,000 miles of driving had done to the old one until it was gone.  The metaphor here is obvious, but that has never stopped me in the past:   What is limiting our vision?  What problems have we stopped noticing?

Last night my new windshield led me west, to the Eden Prairie Fire Department.  I met with the command staff to plan our next leadership program for the department’s 20 or so officers.   Chief George Esbensen was wondering something similar.  He observed that too often, when a serious accident occurs in the fire service, we see – only in retrospect – the factors that led or contributed to the tragedy.  We’ll be working together in 2010 to look even harder at the work of that department, trying to find and share ways to make inherently dangerous work as safe as it can be, in pursuit of mission.   That’s an ongoing challenge, of course, and the first, recurring step is realizing that we will always be subject to blind spots.

As 2009 draws to a close, I am deeply tired of hearing about crimes, ethical transgressions, and their perpetrators.   News flash: many people are skuzzy, some deeply so.  Those aren’t the folks who tend to benefit from ethical leadership programs, either.   Only the most perverse among them are reading my blog.  Their problems are not blind spots, except in the deepest, soul-centric sense.

For the rest of us, the well-intentioned majority, awareness of our blind spots is instructive.  We can often clarify or complete our vision by changing our perspective, by pausing to look at things from different angles.  Most powerfully, we can help one another to see things clearly and truly, especially when we have the trust to ask another’s opinion, and the courage to render that opinion accurately, even when it is tough to hear.  Compassion helps, too.   In clarifying this sort of vision, friendship is even more powerful than new auto glass.

I didn’t get a box of steaks with my windshield, but I found something to chew on nonetheless.  May the coming year find you in relationships that promote clear vision and ongoing improvement.

CAW

Don't Worry, be Happy

Treasured Readers,
Some weeks ago, my friend and colleague, Dr. Raj Beekie, led a leadership workshop on emotional intelligence (sometimes called EQ). The group discussed at some length the dimensions of EQ related to happiness. In his evaluation, one participant offered an observation that stuck with me: I don’t analyze my life in terms of ‘happiness’ (the theme of the last session).  I am much more concerned about satisfaction and contentment.”
There is wisdom in his words. We seek happiness in so many ways – and too often suffer from its absence.   It is worth considering what happiness really means. Psychology has turned its attention to that question in recent years (http://tinyurl.com/cusb56), wondering what happy people have in common, and trying to discern what makes us happy.  
These are not new questions.  The classical Greek term often translated as happiness, eudaimonia, is most closely associated with manifesting virtues – excellences of character and capability – and with the full expression of our humanity. Happiness, in that sense, means realizing our potential as human beings.   That view  competes with a more modern conception, linking happiness with pleasure and a range of “positive” – which is to say, enjoyable – emotions.
Just for fun, we might call one view, “happiness as being good,” and the other, “happiness as feeling good.” On the face of it, it seems easier to feel good than to be good, but in the end, that might not be the case. We seek good feeling in so many ways, both constructive and destructive. Sometimes we simply want to distract ourselves from feeling bad, and potential distractions abound. There’s a time and a place for those tactics – and, as our ancient Greek friends would remind us – there is a need for moderation in pursuing them, as well.   Moreover, we can’t really control how we feel, but we can control what we do – so we can pursue happiness as being good, and accept that we’ll be facing a full range of emotions along the way.
So, if we focus not on happiness but on satisfaction and contentment, as our friend noted, above, then we can also take responsibility for what satisfies us, and what makes us content.   That could be the pursuit of greatness, the retreat into re-runs of American Idol, or some mix thereof. If we embrace a rich vision of an improving world, and a conception of ourselves as impactful leaders in that world, then the pursuit of that vision offers ample opportunities for satisfaction and contentment. There are many recipes for happiness, some more deeply satisfying than others. 
Perhaps Bobby McFerrin belongs on the ingredient list, too. In moderation.

The Semblance of Thought

 
Sometimes circumstances conspire to lead us in a direction. Such relevant circumstances currently include the following:
  1. I haven’t posted a blog entry in some time.
  2. A very wise public relations consultant suggested that my blog posts concerning the Hill Leadership Working Group seem clubby and exclusive to those (treasured) readers who do not attend the group. 
  3. The last thing I wrote pertained to the HLWG, so there it sits.
  4. It’s roughly 4 AM, and I cannot sleep. Indeed, all I can think about is a speech I am scheduled to give next week.
So, I find myself inspired, in the manner of bloggers everywhere, to share my thoughts in the middle of the night.   
 
The Speech. 
 
After giving a particularly rousing presentation to the Eden Prairie Rotary club, I was asked to present to a high school mentorship program, a collaboration of a couple of high schools in the West Metro. I happily agreed, and then learned that they already had a speaker scheduled to discuss business ethics. They needed me to talk about leadership and making a change in the world. By the way, I was reminded, keep it relevant and engaging for high school students.
 
Yikes.
 
I’ve had plenty of practice talking about ethical leadership, mostly within the context of business or non-profit organizations, entirely about realizing a commitment to social responsibility – to doing good, to improving the world, or at least some corner, nook, or cranny of it – in ways that benefit the organization, too. While I find the reasons and methods for doing so endlessly fascinating and boundlessly motivating, I have no reason to believe that my young friends will feel the same. 
 
Making a difference in the world. Heavens to murgatroid.
 
As I ponder the notion of leadership writ large, I am confronted by a notion, possibly inspired through the mists of time (and other mystifying factors) by the political philosopher Hannah Arendt.   That notion concerns the peculiar and powerful nature of human action. Action!  Let us think of action as the intentional, public, sustained direction of energy to achieve a change in the world.

If effective action is noteworthy, it is also, it seems, increasingly rare. The forces arrayed against taking action are vast. First, there is the challenge of truly knowing what to change: what problem to address, what opportunity to realize. Then, there is the burning question of what to do. Does choosing “paper” rather than “plastic” really help global warming? Is burning ethanol better than gasoline, or do the energy inputs to grow, harvest, and distill grain, combined with the impact of food prices, make ethanol fuel a wash or worse? Who can I trust to tell me? 
 
Indeed, there’s a bigger question: are those choices really ACTION? I would argue that they are behaviors, things we do, but not truly actions in this richer sense. That doesn’t make them bad. If lots of people engage in those behaviors, if lots of people choose fluorescent tubes rather than incandescent bulbs and lots of people truly drive less, whatever their fuel choice, a difference will be made, but by whom?  Is it action?
 
We measure behaviors through the tools of social science: polling, observing, measuring how people respond to stimuli and move through their days. We remember and take note of actions because they stand out as decisive, and they make a difference. The differences need not be global or massive in scope: we may be moved by the actions of a local leader, or a work colleague who truly acts to make a difference I the lives of others. I’m inspired by volunteers who act together to change the lives of those who need help in so many ways.
 
From the perspectives of the high school student, I imagine that figuring out what to do and how to act are significant challenges. We all face a more insidious challenge, as well: the seduction of inaction. We have many, many devices and practices in our lives that make it far too easy, too comfortable, to sit still.   Instead of acting, we can simply be entertained, anywhere.
 
To achieve a truly epic level of sedation, we have developed epic modesof entertainment. Indeed, even the phrase, “epic modes of entertainment,” is interesting: epics, as a genre, depict action. The Iliad, The Ten Commandments, Gettysburg. Now we can imagine acting, while we observe the imagined actions of others, and are acted upon by a stunning range of media. I recently saw a minivan advertised with dual rear DVD players. Presto! The kids don’t even have to agree on what to watch, and nobody has to talk to anybody. I hate to sound like a geezer here, but watching in the car used to involve only the windows, and it was a good thing to do during and in between – gasp – conversations. As a parent, car time with kids can be awesome, the conversations extremely enjoyable, helpful, even memorable and formative. Teaching kids, just actively sharing with kids, and listening carefully to them, is action.
 
I’m not a Luddite. I have an iPod, and I’m not afraid to use it. I have watched Paul and Paulie build many an American Chopper without picking up a wrench myself.  But increasingly, I am recognizing that entertainment can seduce us away from action, and the more passive the mode of entertainment, the harder it seems to be to shake off the stupor and engage the world.
 
Now, if I can find a way to communicate some of those concepts without sounding like an epic bore or a self-righteous nag, I might have a reasonable speech for next week.
 
I wonder if there’s anything on TV at this hour…
 
CAW

Learning by Example

Sheldon Weinstein recently passed away at age 84.  He was a chartered life underwriter (CLU) by profession, and a husband, father, grandfather, and intensely interested, if understated, family patriarch.  Sheldon was my great uncle, and an important influence in my adult life. I write about him here because he was also a great supporter of my interest in business ethics, and specifically of the Hill Center. As I reflect upon my many conversations with him, some interesting and relevant themes emerge.
 
As an insurance agent, Sheldon took tremendously seriously his obligation to act in his clients’ best interest.  While the term “insurance agent” denotes agency of the insurance company, Sheldon regarded himself as a professional, an underwriter obliged to act in his clients’ interest first and foremost. He discharged his professional obligation through extensive, ongoing product research and with great attention to each client’s situation.  He sold only products in which he strongly believed, to clients whom, he concluded, would benefit from them. He was slow to reach that conclusion and quick to recuse himself when he did not. Commercially, Sheldon was not a ball of fire. That wasn’t important to him. He was, without fail, a deeply honorable businessman, which was intensely important to him.
 
At Sheldon’s suggestion, I included in my doctoral research the Code of Ethics of The American Society of Chartered Life Underwriters (now known, I believe, as the Society of Financial Services Professionals). My writing led us to some very interesting discussions about what constitutes a profession, and what that designation means in terms of responsibilities.   I shall spare my readers here a potentially agonizing summary, suffice it to say that my work benefited greatly from Sheldon’s insights.
 
While he was entirely supportive, Sheldon did not approve of all aspects of my work. Most notably, he was highly critical of Hill Center’s focus not on ethical compliance, but on performance-oriented aspects of social responsibility.   His oft-repeated criticism took at least one of two forms. First, he felt that where corporate malfeasance is concerned, there can never be too many watchdogs. Beyond violating the law, greed and bad faith enraged him, and he thought that there could be no higher calling than to try to curb the worst instincts of fellow businesspeople. I still agree with him that compliance is critically important, but in founding the Hill Center, we did not see a unique contribution to be made in that arena. Regulatory agencies and mechanisms are imperfect, but they do exist.  Indeed, excellent resources exist for businesses and associations interested in creating codes, processes, practices, and cultures that discourage unethical or unsavory conduct.
 
Second, Sheldon argued that I was misguided in my desire to celebrate and promote excellent business conduct. He was not a fan, for instance, of the Hill Center’s Ethical Leaders in Action Series, highlighting businesses that have successfully achieved business gains by investing in stakeholder relationships. When I discussed the series with him, he responded with a question: “Why give people a parade for doing what should simply be expected of them?” That summed up his view.  
 
Reasonable people may disagree (especially when they are both named Weinstein). But, I argued, this isn’t merely a matter of catching more flies with honey than with vinegar. (Besides, we all know you can catch the most flies with, um, horse droppings.)   Developing and implementing strategies that are both commercially successful and socially responsible is a challenging, if rewarding, undertaking. The Ethical Leaders in Action series is designed to share real-world examples of how strong stakeholder relationships can produce excellent business results.  More generally, the Hill Center’s resources are dedicated to helping more businesses achieve those kinds of outcomes.
 
At bottom, we agreed that good conduct does pay off, financially as well as personally. Sheldon’s clients trusted him absolutely, because he earned that trust throughout his career. Trust promotes loyalty and referrals, which in turn reduce the effort and cost of sales. Trust-based relationships form the basis for addressing problems that arise in ways that minimize damage, and for capitalizing on positive opportunities in ways that maximize shared benefits.   He may have dismissed this as common sense, but few things are less common or more valuable than an unerring commitment to act in a trustworthy manner. 
 
I miss Uncle Shel, but I appreciate having learned from his advice as well as from his example.
 

Just a little off the top

I am basically a bald guy.   This is news only to me – the expansion of my forehead has been steady and entirely visible to all. Still, the power of denial is strong, if not infinitely so. It is undeniably cold up there these days. 
 
The darkest irony: less hair necessitates more haircuts. If I don’t keep it neatly trimmed, I end up looking like Dilbert’s pointy-haired boss.   It is fortunate, then, that I am very fond of my barber, Greg Zrust. His technical skills are excellent, but more important, he’s a pleasure to see every few weeks, and a source of informed opinion on a wide range of topics. 
 
This is not a shameless plug for Greg (and I’d rather not think about plugs in my sensitive state). Rather, Greg and I have been discussing – you guessed it – the Hill Center during our increasingly-frequent meetings. Last time, Greg raised some interesting questions: essentially, he wanted to know whether all this social responsibility stuff might be of any value to him, a self-employed barber? How could his extremely small business profitably apply the principles I’m developing and espousing (and espousing, and espousing, and espousing)? If I didn’t have some answers, I wouldn’t be blogging…
 
Recall that I tend to think of social responsibility in terms of stakeholder relationships.  Specifically, the key questions concern how well sound ethical principles are embedded in the organization and the degree to which those principles guide an organization’s actions with respect to its stakeholders, those whom the organization touches. These include owners and shareholders, as well as employees, customers, vendors, partners, and the communities in which a company does business, including the natural environment.  I advocate creative business strategies that improve relationships with those entities in ways which measurably benefit the business. Can we sensibly apply this approach to a self-employed barber (or a hair stylist, or an esthetician…)?
 
The suspense is killing you, isn’t it?
 
Of course we can! Stakeholder relationships and social responsibility become especially relevant as we look for ways to sustain and grow those very small businesses.  So as not to embarrass Greg, let’s consider how a hypothetical colleague, Sandy the Stylist, might grow her business. 
 
Sandy is self-employed, and rents space from a salon, where she shares walk-in business and does her turn at the chores, but otherwise is on her own.   As we shall see Sandy has some opportunities to invest in social responsibility in ways that pay off. We shall begin with the obvious stakeholder, the customer.  There are many opportunities to explore:
  • The experience of a haircut goes well beyond the haircut itself. Are Sandy’s salon surroundings appealing to her target customer? To her actual customers? How well does Sandy know what her customers want, and what they merely tolerate? Does she try to enhance their experience?
  • Lots of people have very personal relationships with barbers. Are they handled with mutual trust?  Appropriate discretion? Genuine concern?
  • Conflicts and problems are sure to arise. Does Sandy have clear, fair policies for situations like no-shows, or work that is not satisfactory? If handled properly, an error can actually be an occasion for building, rather than damaging, a customer relationship.
More generally, Sandy can capture the business value of her efforts through improved customer satisfaction and retention, as well as referrals. These are easily measured, and they are the keys to her business. In fact, as Sandy builds stronger relationships with customers, she should call on them to give her candid feedback to help her continue to improve her business.
 
While Sandy doesn’t have employees, she does have vendors, including product suppliers and the salon owner from whom she rents space. She also both cooperates and competes with that owner, and with her other salon-mates.   Basic rules of fairness should govern these relationships, but there might also be some written terms to assure clarity and mutual understanding. When problems or tensions arise, there should also be candid, constructive conversations to address and resolve them. Does Sandy take the lead in resolving conflicts and finding win-win solutions to problems?   Do Sandy and her salon owner have a clear understanding – in writing - about how revenues and costs are divided?  
 
The environment is a hot topic, for good reasons. Sandy may have considerable opportunities to green up her practice:
  • Selecting and using environmentally friendly products – not necessarily the highly-hyped ones. There are lots of green options in health and beauty products.
  • Reducing waste, perhaps by sharing perishable products with salonmates or simply by minding consumption.
  • Using bulk products or products featuring environmentally friendly packaging.
  • Advising customers of ways to follow suit in their health and beauty regimens.
Sandy can often probably recoup the cost of her efforts simply by reducing waste. She can also market her services to customers who truly care about the environment. Buying a company Prius? Maybe…
 
We can all take time to support the community, but for someone in Sandy’s position, time is truly money. Getting involved in community activities that are generally of interest to her will also yield networking opportunities to grow her business. She can make charitable contributions that result in marketing exposure (like, sponsoring a blog on commercially-savvy social responsibility, for example).  She can spend some of that chair time sharing worthy events of interest to her customers.   She might even use her Website to highlight worthy social causes or upcoming events of interest to her customers. Low cost stuff, with the potential for reasonably high impact.
 
I could go on, but I will spare you. My point should be obvious by now: almost anyone in business can find ways to integrate socially responsible practices into their business, in ways that will pay off commercially as well as socially. It isn’t about becoming a paragon of virtue. It is about creativity and commitment to ongoing improvement.
 

Secular Morality? (Why the question mark?)

Valued Reader(s),
 
Last week a client asked me a very interesting question. I was describing the Hill Center (which is essentially how I spend my days, when I am not consulting with clients), and noted that the Center is secular and non-partisan.   He asked, “how can you really be secular if you are all about morality?” 
 
Philosophers live for questions like this, even philosophers who opt for careers in business and learn to wear cufflinks without irony.
 
I asked him to expand on the question, and he offered that morality is really about right and wrong, and isn’t that something that we learn in church (by which he also intended to include synagogues, mosques, temples, prayer circles, etc.)?  That got me thinking.
 
My first thought, and my first answer, was to acknowledge his observation that many people do learn morality, at least overtly, as part of their religion.  I think it is also true that most of us learn core moral lessons at home, most powerfully by example. Religious lessons, for some of us, then serve to reinforce, clarity, and build upon earlier, natural learning. 
 
Indeed, probably all religions have moral components, generally including what we might call directions – normative instruction of which kinds of actions are right and which are wrong - and foundations – some account of why, i.e., what makes right actions right and wrong actions wrong.
 
But, do we need religion to have morality? I would argue, emphatically, no.   A religion’s answers to the moral question of what makes right actions right tend to relate to that religion’s teachings, scripture, legend, or conception of natural law. “Our Bible teaches us to love our neighbors as ourselves, and thus we should give alms to the poor,” or, “our elders teach that we must respect the earth and its creatures, and so we must hunt in the following manner…” 
 
Most moral systems begin with a theory of value, answering, What is good? Piety is one such value (good actions are in accordance with the will of God), but there are other value systems, as well.  Hedonism evaluates the good in terms of pleasure, for example. Virtue theories equate the good with the promotion of human qualities that exemplify our truest potential (or, to get all Greek on you, eudaimonia). There are many highly developed theories of value that do not have religious foundations.
 
Once we establish a theory of value, then we can turn to ethical theories to help us discern right actions from wrong. Once again, we find a diverse set of well-established options. For example, consequentialist theories, at bottom, evaluate actions in terms of their outcomes or consequences.  (Mr. Spock’s rule that “the needs of the many outweigh the needs of the few” was evidence of consequentialism on the Starship Enterprise, at least among Vulcans.) Other theories link the rightness of an action to some account of human rationality and evaluate actions based not on outcomes but on intent (the name brand in that arena is Immanuel Kant, and trust me, he earned it). Still others organize morality around a conception of what it is to achieve our fullest potential as human beings. On that basis, it is fair to say that ethics often concerns itself not merely with right and wrong, but with how to live the best sort of life.
 
In most cases, different moral theories actually yield similar judgments. Torture for enjoyment is really, really bad. Helping the vulnerable or needy is generally good. The theories do differ with respect to some actions or circumstances. For example, is it nobler to help my children or to help anonymous strangers in greater need?  Is it okay to torture to save lives? The explanation of those differences leads to (sometimes) interesting discussions and (often) a better understanding of the implications of various theories. However, I think we tend to make too much of the extreme cases when we teach ethics. How important are “lifeboat ethics” cases in teaching people how to understand the moral dimensions of their business lives?
 
I don’t think it is an accident that most moral theories agree, most of the time. After all, don’t most of us have a gut feel for right and wrong, in most cases?   Imagine that moral judgment is analogous to seeing and recognizing colors. Most of us can identify colors and see differences in color.  There are a few totally color-blind individuals, just as there are a few sociopaths who cannot feel empathy and cannot recognize right from wrong, or are unmoved by the distinction.  All of us lose our ability to see color in partial darkness; likewise, we sometimes face situations where we are morally “in the dark.”   Finally, our experience, education, culture, and other actors influence the way we discern and identify particular colors. The same can certainly be said for our moral perception.
 
It isn’t a perfect analogy: it is hard to imagine arguing about whether a wall is cornflower or periwinkle as vociferously as we argue about capital punishment.   More important, colors are generally easier to discern, and less complex in their presentation than moral values. Colored surfaces look different in different lighting, but that is hardly as interesting or compelling as questioning whether to steal in order to feed your family.
 
I basically believe that moral values are real parts of the world, and that our perceptions of them are limited and variable, but often accurate. It’s a tricky claim to make, because we don’t have an organ that senses morality like the cones of our eyes perceive color (it’s the cones, not the rods, that pick up color, right?). However, I think you will agree that it sure feels like we have the capacity to know right from wrong. Most of the time, we know in our gut, when we have done or are about to do wrong. 
 
The problem is, well, there are LOTS of problems. First, society tells us a lot about right and wrong, and calibrates out gut almost from the beginning. It is an imperfect process, at best. Second, we can easily rationalize away our gut feelings of right and wrong, especially in settings where people are doing wrong a lot. Moreover, sometimes we can’t determine what the right thing to do is, where the figurative light is low or the situation complicated, or where our own self interests or emotions simply get in the way. Because of these and other factors, reasonable people may disagree about right and wrong, in many situations.  By the same token, many moral philosophers would disagree with my conception of moral values as real-world entities. 
 
We don’t need to agree about “moral realism” or about religion in order to develop great, deeply ethical organizations. Great organizations need to have enough common ground to establish a common set of values, and principles of conduct that help members act in accordance with sound, shared values. They must have means by which well-intentioned individuals can discern the particulars of a situation, make tough calls together, and examine how those tough calls can inform the way the organization lives its values. Colleagues can certainly disagree about moral theory as well as religion, and still agree to a common set of values, and a shared commitment to build their organization based on those values.
 
Amen, er, I mean, QED
 

More Tales from the Front

In this case, my tale comes from the Front Range of the Rocky Mountains, or at least nearby. Bear with me on this one…
 
Readers may (or may not) recall an early Blog post, in which I shared a tale told to me by a wedding photographer (okay, he was also MY wedding photographer). The photographer told me that over a decade ago, a Denver photographer had, and I quote my original post here, “bilked” some couples, and my photographer organized a renewal of vows event, took lots of free pictures, and got lots of amazing publicity. 
 
The story was an illustration, a digression, really, from my main point, which was that small-town business environments may tend to promote socially responsible business conduct, but without the fancy terminology.
 
Today I got a voicemail from a man who identified himself as the Denver photographer, and quite pointedly pointed out that my October blog post didn’t tell the whole story. According to him, the couples in questions ultimately did get the photos from their original weddings, and he ultimately answered for whatever mistakes he did make. I take from his further comments that my caller found my story to be at best unflattering and gratuitous, more than 12 years after the events in question.    
 
The caller offered to set me straight, and gave me an email address with which to contact him. I sent a message to the address I transcribed, and when it bounced, I listened to his message again and tried all the logical permutations. No luck. 
 
If you are the Denver photographer, please contact me again. I’m happy to hear the rest of the story and to set the record straight as appropriate. And please tell me how you found this blog! The readership to date has been, well, much closer to home.
 
In any case, my story about good deeds and small towns would have been just as interesting (or no less boring) if the photos in question had been lost, bent, folded, spindled, or mutilated due to force majeure, whatever that means. I didn’t intend to accuse anyone of anything, and I didn’t name names, and I won’t name names, and in any case, I don’t know names, which is why I’m blogging rather than writing another email to Denver.
 
And please, nobody needs to write me about force majeure. I was kidding.
 
More later,
 

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