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There's strong data that, within companies, the No. 1 reason for ethical violations is the pressure to meet expectations, sometimes unrealistic expectations.

Stephen Covey

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Stephen Covey
Age: 79 †
Born: 1932
Born: October 24
Died: 2012
Died: July 16
Author
Businessperson
Professor
Writer
Salt Lake City
Utah
Stephen Richards Covey
Strong
Ethical
Reason
Data
Sometimes
Companies
Expectations
Pressure
Meet
Violations
Company
Unrealistic
Within
Violation

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You will never be able to truly step inside another person, to see the world as he sees it, until you develop the pure desire, the strength of personal character, and the positive Emotional Bank Account, as well as the empathetic listening skills to do it.
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Live the law of love. We encourage obedience to the laws of life when we live the laws of love.
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The power of transcendent vision is greater than the power of the scripting deep inside the human personality and it subordinates it [the scripting], submerges it, until the whole personality is reorganized in the accomplishment of that vision.
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When we look through the lens of each others' weaknesses, we make others' strengths irrelevant and their weaknesses more evident.
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Management is efficiency in climbing the ladder of success leadership determines whether the ladder is leaning against the right wall.
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In this knowledge-worker age, it's now increasingly tied to doing well in school so you can get into better grad schools so you can get better jobs - so the pressure to do well is really high.
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An effective goal focuses primarily on results rather than activity. It identifies where you want to be, and, in the process, helps you determine where you are. It gives you important information on how to get there, and it tells you when you have arrived. It unifies your efforts and energy. It gives meaning and purpose to all you do.
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Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
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To receive gratitude with grace is a form of gratitude by itself, and not always an easy art to master.
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True effectiveness is a function of two things: what is produced (the golden eggs) and the producing asset (the goose).
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In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances to shape our lives by default.
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The first principle of ethical power is Purpose. By purpose, I don't mean your objective or intention-something toward which you are always striving. Purpose is something bigger. It is the picture you have of yourself-the kind of person you want to be or the kind of life you want to lead.
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Common sense is not always common practice.
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What we are communicates far more eloquently than anything we say or do. There are people we trust because we know their character. Whether they're eloquent or not, whether they have human-relations techniques or not, we trust them and work with them.
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The greatest thing you can do for your children is love your spouse.
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To judge individuals before understanding them is a form of human rejection and feeds upon itself.
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To maintain the P/PC Balance, the balance between the golden egg (production) and the health and welfare of the goose (production capability) is often a difficult judgment call. But I suggest it is the very essence of effectiveness.
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Love is a verb. Love – the feeling – is the fruit of love, the verb. So love her. Sacrifice. Listen to her. Empathize. Appreciate. Affirm her.
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The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.
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Satisfied needs do not motivate. It's only the unsatisfied need that motivates. Next to physical survival, the greatest need of a human being is psychological survival - to be understood, to be affirmed, to be validated, to be appreciated.
Stephen Covey