Owning Our Mistakes

Fred Kiel gives a few examples of what it means to be a great leader for a company in his book, Return on Character, where he focuses on the ties between strong moral values, success, and leadership. One of the examples he gives of what it means to be a leader who focuses on ethical and moral strengths involved owning up to our mistakes and being honest and forgiving with ourselves and others when we make mistakes.

 

In his book he tells a story to focus on a fictional character who does not receive a promotion. The character then begins to examine himself through a process of self-reflection to understand how he can change his behaviors and actions to enhance the skills that he had already developed. One area he identified for growth involved abandoning his habit of creating excuses for mistakes and failures, and working to better accept his errors. Kiel uses the simple example to show how an individual can become a stronger leader by beginning to better understand their mistakes and take responsibility rather than pushing blame onto others. Kiel’s character began to see that accepting his mistakes and forgiving himself for his errors made him a leader with stronger character, helping him connect better with those in the workplace. Kiel wrote of his fictional character’s change, “By owning up to his own mistakes, he would communicate to others in a very powerful way that he cared for them as people. He was telling them that he’s no better than they—that he shares a common humanity with them.”

 

By being honest and leading with character Kiel explains that we become more likable as people. Those around us with whom we work, spend time with, and live with will find us to be more complete when we acknowledge our mistakes. If we do not honestly address our mistakes then we put ourselves above others on a pedestal of perfection, and we fail to recognize an important part of our humanity.

 

Kiel also suggests that owning up to our mistakes helps make us better leaders and  more successful individuals. Failures and errors are things we will all experience and being able to recognize those shortcomings in a safe way will help us move forward. This part of his message reminds me of the advice that Bob Schacochis shared with James Harmon for him to publish in his book, Take My Advice. Schacochis writes of his early days working as a carpenter, “When it comes to making mistakes a bad carpenter and a good carpenter is the same. The only difference is, the good carpenter figures out how to correct his.” What he is saying is that we will all have errors along the way, but to truly be good we must recognize those errors and take the time correct them, allowing us to grow.  We can’t expect to be perfect and we can’t expect others to be perfect, but we can expect everyone to own up to their mistakes and to find ways to correct their errors.
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Compiling a Coherent Life Story

One characteristic that high performing and morally focused CEOs have in common is an understanding of their life story and the events that happened in their life, shaping them into the people they are today. This idea is a cornerstone part of Fred Kiel’s book Return on Character. Kiel researched successful companies and CEOs trying to identify the importance of strong moral judgement, personal ethical behavior, and ideas of responsibility among company leaders.  He found that CEOs who displayed strong moral character and built leadership teams that mirrored their approach to relationships and ethics, outperformed those who were self focused and did not apply rigorous moral standards to their work and companies.  The businesses led by these moral CEOs had employees that felt more engaged, and productive, had better relationships with the communities in which they served, and had loyal customer bases. All of  these benefits stemmed from the CEOs high moral standards and made the companies more successful.  A key aspect in the lives of the CEOs who led these high performing companies was self-reflection and self-awareness.

 

Kiel argues that you cannot build a foundation of strong moral habits and characteristics without reflecting on what has impacted your life and led in you in a direction where you become more considerate, looking beyond your own benefit to see the world from multiple perspectives.

 

“Uncovering the sources of your character and moral habits is, in many ways, an essential element of compiling a coherent life story.  By piecing together a clear picture of how you formed your understanding of the world, you can identify the source of the negative ideas, emotions, or responses that may be promoting those aspects of your character that you need to address.”

 

This process of self-reflection is challenging, but what it uncovers are the motivations that push us to action and drive us toward goals which we were not aware of.  To avoid becoming self focused and acting in only your own interest one must truly examine how they define success, and where that definition originated. If we are chasing a certain lifestyle, a certain size of house, or a certain car just to show others that we have become successful, then we are acting out of a misplaced motivation.  Our motivation is based on what others see as successful and we are trying to act in a way to impress and show others that we are valuable, ultimately pushing us to be more interested in our own success than the success of the bigger organization in which we fit.

 

Contrasting this vision of a self-focused individual, a CEO with a strong moral character would have at some point recognized what drives their motivation and their definition of success, and they would have realized that it can be toxic to act out of motivations defined by another individual.  To truly follow ones passion and find a better aligned level of success, it is important to know what pressures society, parents, friends, and others have placed on us.  We may want to reach a certain level in our career to impress those who are in our social group, or we may be trying to reach standards of success presented to us in advertisements. A virtuous leader would understand their own vision of success, and find a goal that aligns with their inner self and is worth driving toward. Their life story would help them understand where they are, where they want to go, and how to move forward in a way that returns the benefit to everyone.

Personal Change

Author Fred Kiel advocates for self-awareness and and the development of strong moral character traits among leaders in business throughout his book Return on Character.  Kiel spends time explaining the ways in which leaders with strong values, who truly care about the people they work with and providing real value for the people they serve, bring more to the companies they lead and help their companies find greater growth. His research showed that workforces become more engaged, customers view the companies from better perspectives, and leadership teams are more effective when they are guided by self awareness and a drive to make the best moral decisions possible for their teams.  In the book Kiel addresses the transformation to become a leader with strong moral character and he explains the challenges with our self-transformations.

 

“In any event, personal change is, by definition, personal. Changing the habits that shape your character is an act that penetrates to the very core of who you are as a person.  Such change isn’t quick or easy, but it’s well worth the time and attention you’ll invest in it.  Developing the character of strong, principled leadership helps you in every aspect of your life: decision making, relationships, goal setting, conflict resolution, life and career satisfaction, and so much more.  Of course, it also involves hard work.”

 

In this quote Kiel is addressing the idea of applying self-awareness to your current situation to help drive the change that you want to see to become a better leader.  It is never easy to begin a process of self-reflection and to truly understand what parts of yourself are working well and what parts are in conflict with the goals you want to achieve, but it is crucial to growth as a leader.  Kiel explains in his book that those leaders who his research identified as the strongest moral leaders had a well developed understanding of their past and the events in their past which shaped them.  Working through the difficult process of understanding what impacted our lives to push us to where we currently are does not have a specific road map.  The journey is individual and personal. It is also a process that develops over time and, as we strengthen our self-reflection muscles, becomes more specific.  The way we see the events in our life will change over time. As we grow and become better at reflecting on our lives, we will begin to reach places where we better understand not just our actions, but the actions of others and why we feel the way we do about them.

 

By driving through this process and constantly focusing on self-awareness and self-reflection it is possible to become a moral leader.  We can reach a place where we are fully understanding of ourselves, our reactions, and emotions, and we can use that to better connect with those around us. Our decision making will be more complete as we can better empathize with those around us and view the world through more perspectives.

Caring for the Workforce

Throughout his book Return on Character Fred Kiel addresses the importance of business leaders maintaining high moral standards and incorporating those standards into their businesses.  Kiel addresses the ways in which leading with strong values can have a positive impact on a companies bottom line.  He explains ways in which many companies fall short in bringing character to the front of their organization, and what benefits they miss out on when they fail to think beyond the numbers.  One of the big points in the book is Kiel’s focus on how the leadership team’s character translates into a happier and more engaged workforce. He writes, “A workforce that feels cared for is more productive than one that feels neglected, and that translates into bottom-line financial results.”

 

Through self-awareness and respect for everyone within a company, meaning everyone from the executive team to the newest employee with the lowest hourly wage, a CEO can begin to understand the human elements of the workplace to see how important it is that everyone feels secure, welcomed, and valued. If someone does not feel this way about their position in the company, Kiel would argue that they would not perform at their best. By thinking about others and trying to show ways that you value everyone as a human being, you can create the sense of caring that Kiel addresses in his quote.  When a leader makes an effort to show their respect and works to treat their employees like human beings then everyone wins. The employees feel as though they contribute in a meaningful way and they are willing to continue to work hard and become more productive.

Human Capital

Many employees in companies across the country do not feel very engaged in the work they do.  As a result, they don’t feel inspired to do their best, and they do not provide the most value possible to the companies they work for.  Fred Kiel argues in his book Return on Character that this is because employees know when they are truly being treated with respect and when they are simply being treated as “human capital”.

 

Kiel’s book focuses on morals, ethics, and how leaders who display strong moral character habits shape the companies they oversee. By creating teams that match their values and support their moral goals, a company’s top leaders can create a system that better engages the workforce. When describing a common feature of workforces that engage their employees, Kiel writes, “They treat their employees with respect.  Employees experience the culture as one that cares for them as people—where they are not treated as “human capital.”” What he is showing is that those who we expect to work for us and provide value for us need to know that they are valuable as human beings and individuals, and they need to feel a sense of purpose and appreciation from their leaders.

 

When a leadership team or a supervisory team does not expand respect to all levels of the workforce, then the work that each individual does will not become a sense of pride and will suffer.  The employees become disengaged causing productivity and quality to diminish.  If a leadership team broadcasts strong moral values and guides supervisory teams to truly respect and value their employees as more than warm bodies, then the employees can develop meaningful relationships with their leadership and with each other. These relationships will stem from respect and encourage everyone, not just the employees but management level workers as well, to commit to their work to maximize their potential.

Organizational Structure

In his book Return on Character author Fred Kiel addresses ways in which a business leader’s strong moral character can boost the bottom  line for the company they work for, and how their strong moral character can have a meaningful and positive impact on the lives of the employees working for them.  Part of the way that strong character can translate into a more engaged and fulfilled workforce and a better bottom line is through an organizational structure which supports the employees of the company, and helps them do their best work with the ethos of their virtuoso CEO. A strong structure can help guide a company by allowing everyone involved to act in a morally defined manner, helping everyone do better work.  Kiel sets up the idea that a great business structure depends on a strong moral ethos developed by the leadership team and the CEO:

 

“Even an ideal structure offers no guarantee that the dynamics will be positive, harmonious, and energized.  As the ROC [Return on Character] data revealed, this is where the character habits of the executive team come into play.”

 

Kiel is explaining that an efficient organizational structure within the business is not enough for great business success.  His argument is that CEOs need to develop moral habits and characteristics that help build people up by treating them as more than just extra hands on deck.  When the CEO is able to truly live through this idea and create and shape a leadership team that can spread this idea, then everyone within the company will be taken care of, and they will feel as though they work in an environment where people truly care about them and want to help them do their best work.

 

The opposite end of this scale would be a self focused CEO who displays character habits of a dog-eat-dog, success hungry individual. This type of character will show that what is most important is personal growth, even at the expensive of others. They likely will not develop strong leadership teams that can put the interests and goals of employees at the same level of importance as their own. As a result, employees feel disconnected and have no reason to demonstrate strong moral habits within their own work.

 

By voicing, living up to, and building a leadership team that is focused on strong moral goals, a CEO can create a structure in which all actors of the company are able to make positive moral decisions and feel encouraged to do their best work.  The strong moral values of the company will be reflected beyond the work space and into the world in which the company provides value to those with whom they serve.  Reinforcing this structure and maintaining it requires more than just a keen eye for efficiency, and requires a true respect for human beings.

Expectations and Boundaries

Fred Kiel addresses the importance of leaders and how they transmit their values and beliefs throughout their leadership teams in his book Return on Character.  He explains that it is important for leaders to hold strong moral values and principles, but he also explains the importance of leaders sharing those values and building them into the ethos of a company in a way that is clear and concise, and easy to connect with for everyone in the company.

 

Kiel explains the importance of leaders being able to clearly communicate their values and expectations in the following quote, “While most people are well intentioned, they also need to have clarity about expectations and boundaries.  If a leader claims that “integrity is the cornerstone of our culture” but fails to spell out exactly what that means in practice, then the claim has little weight or purpose.” What this shows that we must take lofty ideas and connect them back to the basic and every day actions of those within our teams.  Connecting the core values back to the basic process of every employee becomes vital so that the culture and the key values that the leader wants to develop within an organization can manifest in everything that a team does.  Having a leader who can demonstrate how those core values relate fit in with the business can help an organization in a trickle down manner.  The CEO can build those values into the decisions and actions of his leadership team, who can distill those values in practical manners to management levels throughout the company, and those team managers can build those values into the actions of those who they guide and work with.

 

While explaining this process Kiel admits that rules and core values do not fit nicely into a black and white dichotomy, but that there are wide gray areas. He argues that developing character throughout the company will help leaders make decisions that better align with the core values of the company when situations fall within these gray areas.  Having leadership and management teams that display character habits that are in line with the companies core values can help everyone from the CEO to the newest employee understand what is expected and how to act in a way that bolsters the company’s core values as opposed to feigning to adhere to company values.