Can Principles really make a difference?

Can Principles really make a difference?
Let's face it. Your word is law in your universe. (But only for you.)

I leave the health club shaking like a leaf. I’ve started doing "The Five Tibetan Rites" again. The program takes 7-days a week for 10-weeks. This takes discipline! I dare - no double-dare - you to try it! For instructions, visit Mary Kurus' site. The rites are based on a 1985 a book called The Ancient Secret of the Fountain of Youth by Peter Kelder.

I flash back to an Internet article I read recently, entitled, The Principle of Principle, by George Grant, January 1st, 2003. He said:

[...] much of the current flood of seminars, books, tapes, courses, and programs on leadership focus on management techniques. We are obsessed, it seems, with mechanical, structural, and methodological tricks.

"[...] sane leadership--whether in business, in public affairs, or in private concerns--must begin not with techniques but with principles [...]"

That reminded me ... In previous Profitable Venture Tactics eZines, I've written about techniques. Today, I will talk about principles.

First, what do I mean by "principle?"

Well, principle is a basic truth, law, or assumption. It's a rule or standard of behavior or action. A principle is your Guiding Star, your Golden Rule, your maxim or code of honor. A principle is your Bushido (traditional code of the Japanese samurai, stressing honor, self-discipline, and bravery, simple living).

So, a person of principle has stable confidence in his Guiding Star. A person of principle is committed to clearly articulated values that remain despite particulars, position, prestige, politics ... or public polls.

Why do some "Leaders" have no principles?

You've seen the headlines about the corrupt corporate and political "leaders," not to mention all the fakes, fanatics, felons, fibbers, finks, forgers, frauds & phonys.

What ever happened to integrity, morality, ethics, honor, reliability, good faith, morals and honesty, quality, decency, principles, trustworthiness, merit, excellence, standards and dignity, purity, service, etiquette, dignity, honesty, esteem, protocol, respect, dependability, reverence, demeanor and honorableness?

Do these fakes, fanatics, felons, fibbers, finks, forgers, frauds & phonys deliberately make lying, cheating, and stealing their GOAL? Or, do they think lying, cheating, and stealing is a "short cut" to achievingtheir goals?

Of course, this lying, cheating, and stealing is not new...

In 1928, Justice Bandeis eloquently affirmed his condemnation of abuses practiced by Government officials. In the case of Olmstead vs. U.S. 277 US 438, 48 S.Ct. 564, 575; 72 L ED 944 (1928) he declared:

"Decency, security, and liberty alike demand that Government officials shall be subjected to the same rules of conduct that are commands to the Citizen. In a Government of laws, existence of the Government will be imperiled if it fails to observe the law scrupulously.

"Our Government is the potent, the omnipresent teacher. For good or for ill, it teaches the whole people by its example. Crime is contagious.

"If the Government becomes a law-breaker, it breeds contempt for law; it invites every man to become a law unto himself; it invites anarchy. To declare that in the administration of the law the end justifies the means could bring a terrible retribution.

"Against that pernicious doctrine, this Court should resolutely set its face." -- Justice Bandeis

It might help if more Citizens (with a capital "C") took the course called, "How to Sue and Jail Criminal Government Agents." (For course information, send me an email.)

As a country we're off-track, thanks to examples set by wayward corporations, devious politicians, and corrupt government. Dare I include Hollywood sleaze, and dumbed-down schools?

So, how does one define principles that resist corruption?

I believe that people who take the time to define personal principles and set worthy goals don't have to resort to lying, cheating and stealing to get what they want. I say business goals should follow from worthy personal goals.

Your Organizational Strategy (previous PVT issues) begins with the development of your Personal Objective. Assuming you are the company's founder or CEO, you went into business to satisfy certain personal needs - material, emotional and intellectual. Your business, therefore, is the instrument through which you intend to achieve those needs.

If you manage a department, the same principle applies. You manage your group in pursuit of your personal interests.

Therefore, before your group (company, department, club, etc.) can take form, you must create your Personal Objective.

But, it makes no sense to dedicate your group's activities to your Personal Objective. Your people need a more immediate and meaningful mandate. For example, if your personal goal is "to be rich," you can't ask your people to help you "get rich." That would justify almost any type of activity. Instead, you must translate your personal interests into a Strategic Objective that will make you rich.

One of the pitfalls of setting personal goals is imbalance. Many people obsess over one goal and become quite imbalanced in their personal life. Example: Someone who's driven by getting rich while sacrificing other areas, such as, family, health, integrity, etc.

More on effective goal setting later...

Great leaders have principles.

"The principle of principle should be at the forefront of every discussion and form the foundation of every policy. Thus, when difficulties arise--as they inevitably do--we will know where to stand and how to endure to the very end."
-- Abraham Kuyper, 20th century statesman.

"The essence of leadership is principle of principle. That is what it means to think from the right end -- from the roots up.
-- George Grant

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What did you learn today that you found most beneficial?
How will you apply what you have learned at work?

Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

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