We can learn a lot from the wisdom of our forebears in terms of good conduct.
In ‘Utopia’, written in 1516 by Sir Thomas Moore, he says:
“You are high in my reverence if you apply your wit and diligence to the profit of the weal public, though it be somewhat to your own pain and hindrance.”
In trying to understand what drives people, it is useful to put yourself in their shoes and reflect on what makes them passionate and how this can be done to ensure their energy goes into building a good work culture. A measure of generosity and empathy goes a long way towards building that glue which is crucial for any business to succeed.
Capitalism easily drifts into everybody putting themselves first, assuming that monetary incentives are all you need to make people work hard. It isn’t difficult to see that the direction of this kind of thinking easily leads to a world built on egotism. And yet, we know that most people are driven by a desire to make a difference to somebody or something outside the self.
In a true democracy, do I vote for my own narrow advantage, or do I vote for a fair and inclusive society? It is a mistake to assume that we all think first and foremost of ourselves. In a good business, do I focus on my annual bonus, if any, or do I focus on building an enterprise where people pull together to see the team and company flourish. In a model company, all are trying to have the ‘whole’ shine rather than the parts, or the smallest part of all, the self. The great manager spends time helping all team members excel. That is a much more reliable and sustainable success formula than focusing on self-advancement. Most people know this intuitively, but it often gets lost in muddled thinking and counterproductive incentive systems.
The British Philosopher, Bertrand Russel, has this interesting twist on the Golden Rule: “It is unlikely that others will think more of you than you think of them.” The good leader tries to identify the strengths of all staff and supports them in their quest for excellence. This is achieved by being encouraging and caring, commending people for their efforts and contribution. Make them feel good about doing the right thing by demonstrating appreciation for all progress steps.
Take an interest in each individual. As a leader of 20 or 2,000, if you can encourage everyone to improve 10 per cent per year, or just under 1 per cent per month per person, that is worth much more than you as an individual improving 50 per cent or even 100 per cent per year whilst others stagnate. Your staff provides leverage. When all are engaged and enthusiastic, great things can happen!
In many countries, and a precondition for a functioning democracy, there must be a concern for the wellbeing of all constituents. We must appeal to the good in all humans and make that a shining light for our conduct, and when we get this right, success is almost inevitable.
One of the biggest threats to the global society and business climate is the geopolitical deterioration we are in the midst of. No matter how good your business plan is, when war breaks out, it can totally change the outlook. More thinking needs to be channeled into finding peace. More armaments in every country arguably makes the world less safe. War is never a good solution. We need to avoid the us / them rhetoric and find ways to thrive peacefully together.
This will require Better Leadership from individuals and countries!
By: Frank Olsson
President New Zealand Europe Business Council