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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
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.
Many organizations began as a singular vision of an individual. Someone identifies a market deficiency, impassioned purpose, or perhaps a new technology. Whatever that catalyst has been, these individuals decide to devote their efforts to the idea and create a company or organization that seeks to work towards this vision. However, what occurs when the founding individual steps away and the organization remains? This is the question explored in a case study created by Terri Patkin entitled, “Discord at the Music School” (Patkin, 2007). In this study, the protagonist, Carole, becomes the new director of the Bow-strings Music School, replacing the revered founder, Wendy. This story chronicles Carole’s experiences of frustration and ineffectiveness
Johns-Treat, C. V. (1994). More than ever, companies need visionary leaders and highly motivated workers. The Business Journal, V11 n40, p 19. City Business/USA Inc.
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.
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.
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
Kegan, R., & Laskow Lahey, L. (2009). Immunity to change. How to overcome it and unlock the potential in yourself and your organization. Boston: Harvard Business Press.
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.
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
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.
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.
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.
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.