In his recent post 10 Mistakes Leaders Should Avoid at All Costs (on Michael Hyatt’s Intentional Leadership blog), Enrique Fiallo said the following about the importance of integrity in leadership:

There are many things you can lack and still steer clear of danger. Integrity isn’t one of them. Establish a set of sound ethics policies, integrate them into all business processes, communicate them broadly to all employees, and make clear that you will not tolerate any deviation from any of them. Then live by them.

The key that too many managers miss is “then live by them.” You cannot set policies that employees need to live by, and not live by them yourself. That will never work in the long run.

The book How Do You Kill 11 Million People? dives into the problems that leaders create when they lie to their people. Author Andy Andrews does a great job of describing the problems (often horrible and wide-spread) that come from a lack of integrity and character. He focuses primarily on the need for leaders to tell the truth and followers to recognize falsehoods and do something about them. “If you don’t know the truth, its absence can place you in bondage.”

Andrews thoughtfully promotes the long-term value of telling the truth, of being honest. Both tenets are key to living with integrity. He quotes Abraham Lincoln (probably the best known US president for having integrity) who promoted the importance of integrity and character in great leadership. Lincoln said: “Great leadership is a product of great character. And that is why character matters.”

I challenge all leaders to live and lead with integrity. You will not only benefit the people you lead, but also enjoy more peace in your personal life and experience greater success in your business endeavors.

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The Product Management Perspective: To succeed as a product manager you must live with integrity. It’s crucial for product managers to build trust with the teams they work with and depend on. Trust grows through meaningful interaction with your teams and consistent application of proven principles. Developing trust and leading with integrity will increase the confidence others have in your work. When engineers, salespeople, marketers and others have confidence in their product managers, they will do amazing work.

1. Choose what team you’re going to play for. Decide what ‘jersey’ you’re going to wear in life, in love, in business, in relationships. Where is your loyalty? Where is your heart? Figure it out, make a decision and don’t look back.
2. Don’t play with snakes. Every situation has a right and wrong; choose the right.
3. Hit the field running. Attitude and effort are more important than natural ability. Attitude and effort are more important than natural smarts. Attitude and effort separate the champs from the chumps. Attitude follows behavior; if you want to change your attitude, change your behavior.
4. Expect to win. Larry spells ‘win’ as an acronym, W.I.N., which stands for “what’s important now.” Look at every situation and ask, “what do I need to accomplish?” Then ask, “what’s important now?” We need to look ahead and have goals for future success, and make choices right now that take us in that direction.
5. Focus on the final score. Focus on the end game; focus on who you want to be; focus on what you ultimately want to achieve. In life we all write the script of the final person we want to be. If my final score is who I want to be — a man or woman of integrity, of honesty, of virtue, of hard work, of ethics — then I can sustain setbacks and difficulties that come.

Living these five championship strategies will make an incredible difference in your success. As Larry says: “these strategies work!” He has proven this as a coach and as a successful CEO. Don’t miss this podcast; you’ll be glad you listened.

1. Talk Straight: Be honest. Tell the truth. Let people know where you stand.
2. Demonstrate Respect: Genuinely care for others. Respect the dignity of every person and every role.
3. Create Transparency: Tell the truth in a way people can verify. Get real and genuine. Be open and authentic.
4. Right Wrongs: Make things right when you’re wrong. Apologize quickly. Make restitution where possible.
5. Show Loyalty: Give credit to others. Speak about people as if they were present. Represent others who aren’t there to speak for themselves.
6. Deliver Results: Establish a track record of results. Get the right things done. Make things happen.
7. Get Better: Continuously improve. Increase your capabilities. Be a constant learner.
8. Confront Reality: Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid.
9. Clarify Expectations: Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible.
10. Practice Accountability: Hold yourself accountable. Hold others accountable. Take responsibility for results.
11. Listen First: Listen before you speak. Understand. Diagnose. Listen with your ears…and your eyes and heart.
12. Keep Commitments: Say what you’re going to do, then do it. Make commitments carefully and keep them at all costs.
13. Extend Trust: Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those who are earning your trust.

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The first section of the book focuses on finding executives who “fit” the organization. The author presents a methodology to define, measure and clarify corporate cultures to gain a clear understanding the impact they will have on a new leader’s changes for success or failure. He discusses ways to determine abilities, personality and character and map those to the company’s need and corporate culture. He develops what he calls the “universal character traits of leaders”:

Traits of personal humility: Courage, caring, compassion, respect, acceptance, kindness, optimism, gentleness, teachability and patience. He groups these as ‘private traits’ of leadership.

Traits of professional will: Integrity, persuasion, knowledge, communication, discipline, honesty, self-control, fairness, responsibility and consistency. He dubs these ‘public traits’ of leadership.

Mr. Stoddard shows how leaders not only need to possess these traits, but also keep them in balance.

The author discusses at length the complex selection methods and provides insight into fixing flawed selection processes. He discusses succession planning in detail and provides structure and practice for reducing the risks of leadership failures and ensuring that new executives have the abilities, personalities and energy to match the business needs of the organization.

If you are in the position of vetting candidates for top-level executive positions this book is a must-read. You will gain ideas and insights into finding the right leader for your organization and preparing for the complexities of succession planning. If you are not in this position, you will learn much about what it takes to become the right leader. The book cites many references to the author’s company and consulting services, which at times seems more self-serving than helpful. However, Mr. Stoddard’s experience and frequent metaphors and parables provide readers with much to learn about improving their leadership skills.

A Perl of wisdom: “The ‘right leader’ is always a trusted leader.” Whether you’re a CEO or an intern, you have the opportunity to lead. The efforts you make to become the trusted leader in your organization will pay dividends in the future regardless of the position you hold.

Yesterday I received a copy of The Speed of Trust by Stephen M.R. Covey. I had listened to a podcast and read positive reviews about the book, so I was happy to receive a copy. I say “receive” because a friend of mine gave me the book with a personalized autograph from the author. As I started looking through it the first thing I noticed was the large number of reviews. As I began reading them it didn’t take me long to realize the power of this book. The book has 11 pages of reviews by 65 well-known, successful people. Though I have not yet started reading the book, just reading the reviews provided great insight on trust. Following are a few reviews that stand out and provide significant food for thought:

“Trust reduces transaction costs; it reduces the need for litigation and speeds commerce; it actually lubricates organizations and societies. At last, someone is articulating its true value and presenting it as a core business competency.” –Marilyn Carlson Nelson

“Collaboration is the foundation of the standard of living we enjoy today. Trust is the glue. This is the first book that teaches the ‘whats’ and the ‘hows’ of trust.” –Ram Charan

“After you turn off the projector, quit PowerPoint, and end your pitch, most deals come down to a simple question: Do you trust each other? This book is a valuable and timely explanation of how to trust and be trusted.” –Guy Kawasiaki

“Good leaders know where they are going. Followers trust it’s the right direction. Without trust, you get nowhere.” –Jack Trout

“Everything in marketing points to the reality that the profitable companies are those that have earned the confidence of their public. Confidence cannot be overestimated.” –Jay Conrad Levinson

“If you want to speed forward to wealth, you have to have unconditional trust to maximize earnings. This great book will tell you how.” –Mark Victor Hansen

“Lack of trust within an organization saps its energy, fosters a climate of suspicion and second-guessing, completely devastates teamwork and replaces it with internal politics. The end result is low morale and the consequent low standards of performance.” –Koh Boon Hwee

“The most important element in any relationship, business or personal, is trust and credibility.” –Brian Tracy

“Why are you reading the blurbs in this book? Simple, because you trust (a few of) us. Trust drives everything in our nonbranded, too-fast world. So trust this: This is an important book. The younger Covey has written a book that matters.” –Seth Godin

Trust provides the foundation on which you build solid relationships. Trust is something we give, and something we receive. Trust tethers us to others with whom we can achieve success. I am eagerly looking forward to reading my copy of The Speed of Trust.

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The Product Management Perspective: Trust is vital for product managers. The people they depend on for the success of their products do not (usually) report to them; therefore, product managers need to do everything in their power to gain the their trust and keep their confidence. Trust goes both ways: product managers need to carry out their tasks in such a way that the team members can trust them. They also need to trust that the team members will do what they have committed to do.

The word integrity has deep meaning and is often intermingled with words like honesty and truthfulness. It connotes a deep commitment to do the right thing for the right reason, regardless of the circumstances. People who live with integrity are incorruptible and incapable of breaking the trust of those who have confided in them. Every human is born with a conscience and therefore the ability to know right from wrong. Choosing the right, regardless of the consequences, is the hallmark of integrity.

Integrity builds character, which creates the foundation of great leadership. Coach John Wooden said it well: “Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.” Live with integrity; lead with integrity.

At the heart of most problems that occur in business settings you find the following:

• Lack of influence
• Poor teamwork
• Mediocre productivity.

At the core of the problem lies a lack of effective communication, which tends to show up in one of two ways: silence or violence. Silence means you turn quiet and stop communicating; you shut the other person(s) out and withdraw your efforts to solve the problem. In this context, ‘violence’ usually means you verbally attack the other person(s) and say things with the intent of deflecting blame. Neither of these reactions solves the problem at hand.

When you find yourself in a situation where the reaction is either silence or violence, you may face what Eric calls the succor’s choice – “I can be honest or I can be nice.” Those who tend towards being honest often say things that come across as mean or otherwise hurtful — violence. Those who favor being nice end up lying to the person to avoid hurting his or her feelings — silence. Either response leads to problems.

How do you avoid the silence/violence dilemma? Talk openly and candidly with the person about the problem. Acknowledge the other person’s feelings and views about the issue at hand. Take the time to clearly state how you feel about the behaviors the other person is exhibiting; be honest and do it in a nice way. Have the conversation and do it in a way that invites the other person to solve the problem with you. Use positive influence to drive to a mutually beneficial result.

Any time you are stuck, if you look closely at your situation you will find a crucial conversation keeping you there. Don’t let silence or violence trap you; take control of the situation by making the other person feel safe talking with you. There is not a conversation you cannot have. There is not a disagreement you cannot overcome.

By Albert J. Weatherhead

If you’re a business leader, you don’t have to confront tough economic times alone.  You have incredibly knowledgeable and highly motivated consultants at your beck and call.  These experts are chomping at the bit to help you emerge from the current economic adversity stronger and ready to hit the ground running when the economy brightens.

This consulting resource is none other than your employees – and it won’t cost you an extra cent to take advantage of their expertise and tap their limitless good will, because talk is cheap…

All you have to do is ask!

Using communication and collaboration to overcome and transform adversity is a topic I cover extensively in my book, THE POWER OF ADVERSITY: Tough Times Can Make Your Stronger, Wiser, and Better.   And I can assure you that the advice I share with you today has stood the test of time…

It helped me inspire my Weatherchem team to create the original Flapper® dispensing closure. Over 150 companies, including Durkee, Cremora, San Giorgio, Ronzoni, and McCormick, now use the entire line of Flapper products, and Weatherchem continues to lead the industry in offering the widest, most innovative array of closure products.

This advice also worked for me almost 50 years ago, when, at the age of 30, I was working for my father at the Weatherhead Company, a manufacturer of military ordinance, automotive and aviation parts, and gas control devices and storage products…

Economic Adversity Builds Walls for You To Tear Down

It was 1960, and members of the AFL-UAW Local 463 union negotiation committee led by its president, John Allar, were threatening to strike the Weatherhead Company over a wages dispute.  We employed 600 people in a million square foot factory so vast that a railway track ran down the middle.

I said to Allar, “Rather than be at each other’s throats as we sink, let’s work together – collaborate – and figure out how we’re going to get out of this mess…”

In other words, I was ready to tear down the walls that separated the union and management, because I understood that we needed each other to survive.

Unfortunately, my gesture was rebuffed and the union decided to strike.

That first day, I made sure I was there by 6:00 AM, before the union pickets. They arrived to see me busy changing a flat tire on a truck.

“Oh, look, he’s finally doing some manual labor,” the union reps taunted, but I could see the look of respect in their eyes (and more important, in the eyes of the union rank and file setting up to walk the picket line).

I had captured their attention and interest, and primed them to communicate and collaborate with me.

What was my strategy?  One way or another, I was determined to turn the walls between us into a bridge that could span our differences. From that very first day, I walked that picket line with my striking employees, engaging them in conversation whenever I could.

My staff watching from the factory’s executive suite, was worried the picketers would take a baseball bat to me, but nobody did, because I kept them talking.

And yes…

Talk is cheap, but it is also invaluable in building trust between

management and employees when economic times are hard.

In the end, the strike was settled on the terms I established – because the union came to see that my terms were the right terms for our mutual success… and because I kept us talking.

Now let’s return to the present economic mess we’re in…

Concerning the auto industry debacle, do you understand why Congress had the top executives come to Washington to participate in hearings, but didn’t call in the car companies’ union negotiating committees to hear their side of things?

For that matter, why didn’t Congress have the smarts to invite a contingent of assembly line workers to share viewpoints from the factory floor? (Those hard-working, blue-collar folks would probably have put forth the most valuable testimony of all!)

Don’t you make the same mistake: Tear down the walls and talk to your employees.  Discover what’s running through their minds, and be sure to let them know what you’re thinking – and that you want their help because you’re all in the same boat.

Successful management – in a good economy or a bad one – is more like taking a pulse than taking inventory, because beyond all the mechanics of the place, every business is a collective human endeavor.

And what separates humankind from all the other creatures is our ability to talk, so always, always communicate with your employees.

Ask: How can we improve this place? What’s wrong here? I guarantee you will get more valuable information in just a few hours than you could possibly act upon in a year!

It worked for me half a century ago on the picket lines in front of my father’s company …

It worked far more recently to help me build Weatherchem into a multimillion-dollar manufacturing company that has provided me with the means to be a major philanthropist, endowing hospitals, universities, and charities that offer valuable help to thousands of people.

You too can leverage economic adversity to strengthen and revitalize your business so

that you’ll be well positioned when financial prosperity once again returns, which I’m confident it will.

Just remember… Talk may be cheap, but it’s also priceless when it comes to building camaraderie, respect, energy – and yes, even love – throughout your workplace, in both good times and bad.

Albert J. Weatherhead is the author of The Power Of Adversity and chairman and CEO of Weatherchem, a private manufacturer of plastic closures for food, spice, pharmaceutical and nutraceutical products.

• Children and toys: When parents give a child every toy she wants, she gets bored with them and they end up scattered all around the house. Every time they take her to a store she cries for the new toy. Conversely, a child who has assigned chores that result in the right to buy a new toy will value the toy and wear it out playing.
• Teenagers and cars: When parents buy their teenager a brand new car for his 16th birthday, he’s no doubt happy to have the car, but too often doesn’t take good care of it and crashes it or burns up the engine (or does something else to ruin it). On the contrary, when a young man works, saves the money and buys his own car, he takes great measures of care for the car.
• They family business: Too often when it comes time to pass a family business the next generation the recipient is not prepared. When this happens it’s usually because he or she has not carried the responsibility of the business and does not have the work ethic his or her parents had. Too often the business fails because the heirs did not learn the value of hard work. Granted, in many cases the hard-working parents who created a successful business took the time and effort to teach their children to work and the transition goes smoothly, but unfortunately that is not always the case.

If you really want to value something you have to work for it. Ultimately you will not find joy in what you do without working diligently, and you cannot achieve success without making a concerted effort. As Vince Lombardi so eloquently said: “The only place success comes before work is in the dictionary.”

For me it’s simple: when you invest your time and your own money, talents, resources and effort into creating or improving some thing, you value the end results. It’s simple but true.

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The Product Management Perspective: Nothing comes easy in product management. However, when PMs work diligently, and effectively with their teams, they find satisfaction in the resulting success of the products, and ultimately the company.