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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.
Price Pritchett
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Price Pritchett
Age: 83
Born: 1941
Born: January 1
People
Create
Shouldn
Since
Allowed
Clear
Mistakes
Perfect
Including
Give
Nobody
Problem
Problems
Permission
Giving
Trouble
Twice
Make
Mistake
Cover
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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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No sense being pessimistic. Wouldn't work anyway.
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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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You can't put someone else in charge of your morals. Ethics is a personal discipline.
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Your ethical muscle grows stronger every time you choose right over wrong.
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Excellence is a process, not just an outcome. Sure, we have to hold out for high standards in the products or services we provide. The goods must be more than good enough. But so must our approach - you know, our methodology, the way we do business and deal with people. How could the ends be considered excellent if we can't be proud of the mea
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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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Too much attention on problems kills our faith in possibilities.
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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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You carve out the organization's character through your daily choices. You shape its conscience as you exercise your own.
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The world behaves differently when I take action to go after what I want.
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Act as if success is certain.
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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.
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So let your deepest desires direct your aim. Set your sights far above the 'reasonable' target. The power of purpose is profound only if you have a desire that stirs the heart.
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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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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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Excellence calls for character . . . integrity . . . fairness . . . honesty . . . a determination to do what's right. High ethical standards, across the board.
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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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Optimism is a much more enabling mindset than hard-core realism, and it's far superior to pessimism...[because] Hope helps move us in the direction of our goals and ambitions.
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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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