Decent People, Decent Company: How to Lead with Character at Work and in LifeInspiring people who lead with integrity move things forward, garner commitment from others, and are willing to ask the tough questions when necessary. These are the real leaders who generate and sustain cultures of character in organizations. Decent People, Decent Company now puts the power to develop the core qualities of leadership character into the hands of anyone dedicated to bringing integrity, respect, and personal responsibility back to the workplace - regardless of their place in the organization. Drawing on more than 25 years experience working with hundreds of CEO, managers, and teams, this innovative husband and wife team provide both the inspiration and the tools to help people move from asking "Why don't they?" to asking "What can I?" With their original and dynamic Leadership Character Model, the Turknetts have captured the essence of what it takes to revitalize attitudes and behavior, unleash leadership integrity, and reinvigorate organizations. Decent People, Decent Company identifies the eight essential traits of leadership character: empathy, emotional mastery, lack of blame, humility, accountability, courage, self-confidence, and focus on the whole. In chapters that focus on each quality individually, dozens of leaders, in their own words, bring to life the struggles and triumphs of developing the behaviours of character and ethical leadership required to bring out the best in everyone. |
Contents
Introduction | 1 |
INTEGRITYTHE NATURE OF CHARACTER | 7 |
Character Culture and Change 9 2 | 9 |
The Leadership Character Model | 27 |
RESPECTTHE WILL TO UNDERSTAND | 47 |
Empathy | 49 |
Emotional Mastery | 67 |
Lack of Blame | 87 |
Accountability | 117 |
Courage | 137 |
SelfConfidence | 151 |
Focus on the Whole | 165 |
Integrity at Work and All the Time | 183 |
Afterword | 197 |
Notes | 199 |
| 203 | |
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360-degree feedback 360-degree review ability able anger Appreciative Inquiry Arie de Geus arrogance asked attitude balance behavior BellSouth boss build challenge clients coaching colleagues commitment confidence conflict core qualities courage create culture customers Daniel Goleman Decent Company decisions direct reports emotional intelligence emotional mastery empathy employees Enron ethical experience feedback feel felt Fleming Island focus focused Force Field Analysis Frances Hesselbein goals Goleman Gwen Harvard Business Harvard Business Review humility ideas individual integrity Jack Welch Jamal lack of blame Leadership Character Model learned listen manager Marcus meeting ment Miep Gies negative organization organizational person perspective polarity positive problem reaction realize recognize reframing relationships requires respect and responsibility Robert Kegan role says self-confidence self-efficacy self-talk senior leaders situation skills social someone Story style success talk things thought Turknett understand