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In these times of self-directed teams, empowered employees, and boundaryless organizations, your worth as an individual employee will also get measured by your work group's collective results.
Price Pritchett
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Price Pritchett
Age: 83
Born: 1941
Born: January 1
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Give people, including yourself, clear permission to make mistakes . . . and to fix the problems. Since nobody's perfect, mistakes should be allowed. Cover-ups shouldn't. Cover-ups create twice the trouble.
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No sense being pessimistic. Wouldn't work anyway.
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High personal standards aren't enough for organizational excellence. You've got to be intolerant of low standards in others. . . . If you accommodate questionable practices in others who touch your organization, you risk soiling its reputation. Anybody whose hands aren't clean can get the place dirty.
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When you can make it this simple, though, just do the right thing. Even if you could get away with less. Even when other people are doing the wrong thing. Even though the wrong thing seems like no big deal.
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You can’t bake a cake without getting the kitchen messy. Halfway through surgery it looks like there’s been a murder in the operating room. If you send a rocket to the moon, about ninety percent of the time it’s off course—it ‘fails’ its way to the moon by continually making mistakes and correcting them.
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Who is this vague they we blame for so many of our problems? They is the obscure party we use as our whipping boy to camouflage the fact that we - you and I and other specific human beings just like us - have to start doing things differently. They can't fix anything. We can.
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Narrow life down to what's precious and necessary. In a world of complexity the best weapon is simplicity.
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Too much attention on problems kills our faith in possibilities.
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Act as if success is certain.
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Live according to the ethics of excellence, and you can always stand proud. Pride - not vanity, but dignity and self-respect - should carry a lot of weight in helping you make decisions. Let pride help you decide.
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The world behaves differently when I take action to go after what I want.
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You can't put someone else in charge of your morals. Ethics is a personal discipline.
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Until I test the limits to what I can achieve, I won't really know how well I can do.
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You carve out the organization's character through your daily choices. You shape its conscience as you exercise your own.
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Excellence calls for character . . . integrity . . . fairness . . . honesty . . . a determination to do what's right. High ethical standards, across the board.
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Ethical dilemmas have a way of sneaking up on a person. If something smells funny, stay away from it. Or help get rid of it.
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Everybody makes honest mistakes, but there's no such thing as an honest cover-up.
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The only way we can develop muscle is through regular exercise. As soon as we stop stretching and working toward higher ethics, our standards start to sag. The muscle gets soft, and instead of excellence we have to settle for mediocrity. Maybe something even worse.
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If you're unwilling to defer pleasure or endure some pain for now, are you likely to end up later deep in the hole?
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But when we get enough people who don't care, and who don't accept personal responsibility for high ethical standards, our organization gets the M disease. Mediocrity. Anybody in the place can be a carrier. By the same token, every individual can carry the cure: the ethics of excellence.
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