Building Success with Business Ethics: Advice from Business Leaders (Collection)

Building Success with Business Ethics: Advice from Business Leaders (Collection)

Helio Fred Garcia, Jon Huntsman, Doug Lennick

Language: English

Pages: 0


Format: PDF / Kindle (mobi) / ePub

A brand new collection of powerful insights into ethical and effective business leadership… 4 pioneering books, now in a convenient e-format, at a great price!


4 remarkable eBooks help you lead more successfully by leading more ethically


Honor, ethics, and compassion are central to effective leadership. Now, an extraordinary new eBook collection reveals why this is true, and how you can lead more honorably and successfully in your own organization. In Winners Never Cheat: Even in Difficult Times, New and Expanded Edition, Jon M. Huntsman shows how to succeed at the top, without sacrificing the principles that make life worth living. Huntsman personally built a $12 billion company from scratch, the old-fashioned way: with integrity. Now, he tells you how he did it, and how you can, too. Along the way, he offers a powerful reminder of why you work, and why you were chosen to lead. Next, in Lead with LUV: A Different Way to Create Real Success, the legendary Ken Blanchard ("The One Minute Manager") and former Southwest Airlines CEO Colleen Barrett help you achieve amazing results by leading with love. They explain what "love" really means in the organizational context, why leading with love is not "soft" management, how to handle inappropriate behavior, how to make "servant leadership" work, and how to sustain leadership with love. In Moral Intelligence 2.0: Enhancing Business Performance and Leadership Success in Turbulent Times, Doug Lennick and Fred Kiel show why sustainable optimal business performance requires superior moral and emotional competencies. Using new case studies, they identify connections between moral intelligence and higher levels of trust, engagement, retention, and innovation. They deliver specific guidance on moral leadership in both large organizations and entrepreneurial ventures, plus a new step-by-step plan for measuring and strengthening organizational integrity, responsibility, compassion, and forgiveness. Finally, in The Power of Communication, Helio Fred Garcia focuses on the most indispensable leadership discipline: honorable and effective communication. Building on the U.S. Marine Corps' classic publication Warfighting, Garcia how to apply the Corps' proven leadership and strategy doctrine in all forms of public communication - and achieve truly extraordinary results. You'll learn indispensable lessons from leaders communicating effectively, and from the catastrophic mistakes of business and political leaders who got it wrong. If you need to earn and win hearts and minds, you need this book now.


From world-renowned business leaders, executive coaches, and consultants Helio Fred Garcia, Ken Blanchard, Colleen Barrett, Jon M. Huntsman, Doug Lennick, and Fred Kiel

The Virtue of Selfishness

Exodus: Immigration and Multiculturalism in the 21st Century

Aristotle's Nicomachean Ethics

Morality Play: Case Studies in Ethics

Value Theory (Bloomsbury Ethics)











Company,12 has a wonderful way of describing this process: When People Don’t Fit Your Company’s Culture, “Share Them With The Competition.” C: That’s the ultimate in tough love, but I agree with that approach. If you let someone remain in your Company who doesn’t buy into the Culture, it will create problems. K: That’s for sure. One of the important things I’ve learned over the years is that behavior is controlled by its consequences. If people thumb their nose at something you think is

leader can adapt to those changes and recalibrate the expectations. But whether with an initial expectation or a recalibrated expectation, if a leader wants to maintain trust, the promises must come true. It’s not enough to say, “We’ll be there for you.” The leader’s organization must actually be there. Predictions need to come true. It’s not enough to say that FEMA is moving supplies into the most hard-hit areas. The supplies must arrive. And they must not be stopped at the border for arbitrary

or loudly, or in a singsong cadence that repeats, unrelated to the content of what is being said. These and other nonverbal cues sabotage a speaker and immediately diminish the speaker’s effectiveness. Wharton’s Lisa Warshaw had these in mind when she referred to “the dozen minor things they do that weaken their presence.”7 But too often speakers are unaware of their own marginalizing behaviors. Coaches like me and my firm, and effective communication courses such as in the Wharton Communication

platform. If standing, that means planting the feet a bit farther apart front-to-back and side-to-side than is comfortable. There’s a paradox in effective stage presence: To project confidence and comfort, sometimes it’s necessary to stand or sit in a position that’s initially uncomfortable. Take standing posture. For many speakers, standing with the feet apart is uncomfortable, and seems unnatural. But the closer together the feet are, the higher toward the head and shoulders the speaker’s

effect.” • “Only 13 percent of patients experienced this side effect.” • “Fully 13 percent of patients experienced this side effect.” • “As many as 13 percent of patients suffered from this side effect.” • “Even though 13 percent of patients experienced this side effect, the medicine was so effective in treating their disease that they still took their medicine.” The fact, 13 percent, is just a data point. It carries no particular meaning beyond the statistical. We need to make sense of it.

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