[ Pobierz całość w formacie PDF ]
.My children firmly believe I am from anotherage.I never learned computer skills; I don t quiteunderstand how e-mail works.My letters and notesquite often are written by hand.I manage in today shigh-tech world because there are many peoplearound me who are technologically competent.Insome ways, it leaves me in a more pleasant settingwhere relationships are more personable.If you don t have knowledge of something, findpeople who do.I have around me wonderful menand women of talent, skill, energy, virtue, and prom-ise.They know that Huntsman team membershiprequires the following:109 Winners Never Cheat % Adherence to proper values % Loyalty to the company % Loyalty to the CEO % CompetenceIn sum, I look for ethical, loyal, talented associ-ates.Finding talent is the easy part.Determiningmatches for the other criteria takes a skilled eye andear.Of no consequence to me are gender, race,one s religious, political, and ethnic background,which school he or she attended, family pedigrees,hairstyles, and other such individual factors thatseem to give some employers pause.Judge peopleby their values, character, and deeds not by theirlooks, backgrounds, and philosophical beliefs.The Huntsman employee base has been as highas 16,000, up considerably from the 200 workerswhen I started 35 years ago.To guide those associ-ates, I have sought out individuals with leadershipand specialty skills far beyond my own.Life is not a game ofLife is not a gameSolitaire; people depend onof Solitaire; peopleone another.When onedoes well, others are lifted.depend on oneWhen one stumbles, othersanother.also are impacted.110 Pick Advisors WiselyThere are no one-man teams either by defini-tion or natural law.Success is a cooperative effort;it s dependent upon those who stand beside you.It has always been a source of personal strengthfor me to be surrounded by people who hold similaror greater values to mine, who share my passionand vision, who have capacities greater than myown.Frequently, I am asked why Huntsman Corp.has been successful.What s the formula for startingwith nothing and arriving at wealth? My initialanswer is to underscore integrity, vision, commit-ment, generosity, self-confidence, and the courageto make decisions that set one apart from a com-petitor or from what currently is the marketplacenorm.Then I add: The first and most importantdecision in one s success is carefully choosing thepeople who will surround you.Make sure theyshare your values, make certain their characterdefaults to high moral ground in times of stress,ensure they are bright and comprehend results, andbe confident of their loyalty.The Wall Street Journal recently ranked attrib-utes recruiters seek in hiring new personnel.The three highest and substantially ahead of the111 Winners Never Cheatothers were interpersonal skills, an ability to workwell within a team, and personal integrity.Curiously, work experience and strategic think-ing were in the middle of the list of the 20 mostdesired traits for new hires.It does little good to employ a top sales manag-er, a talented computer engineer, or an outstandingproduction superintendent if their values don t coin-cide with yours.If you aren t operating under thesame standards, how can associates alert you to adangerous turn? If those associates don t knownorth from south or, worse, don t care, how will theorganization stay on the proper course? Cultivaterelationships with those who are teachable.Backgrounds, age, education, and experiencemay vary with key associates, but basic values mustbe uniform and in compliance with the culture youwant for your company, organization, or home.Constantly keep ethical expectations alive.Otherwise, brace for heavy consequences.Like-minded associates are not always easy tolocate, but the search is worth it.Together, you willbe responsible for establishing and enforcing ethicalstandards.Together, you will set the examples.If an112 Pick Advisors Wiselyexecutive has a background of cutting corners or ofdishonesty, the organization and everyone inside iteventually will pay a price.When we were young, we unconsciously chosefriends with similar values.We didn t like dealingwith individuals, for example, who were not truth-ful.They concerned us.Lying seemed so silly, sounnecessary.Nobody likes dishonesty.I rememberassociating with people who often were not themost popular in the school, but they were respect-ed.And one of the reasons they were respectedwas because they had integrity.Although we regularly treat the terms as if theyare equals, there is a difference between admiration(popularity) and respect.The former has to do withpositive, outward attributes; the latter is a positiverecognition of one s inner strength and character.We admire celebrities, but we don t necessarilyrespect them.We respect great teachers, but wedon t always like them.Some people earn admiration and respect.Ifyou must choose one, however, go for respect everytime.113 Winners Never CheatMost of us occasionallySome people earnmust decide between beingadmiration andpopular and doing thingsthat align with our personalrespect.If youvalues.Adhering to imme-must choose one,diate gratification andhowever, go forexpedient routes place us indanger of forfeiting therespect every time.very character that pro-duces long-term success and respect.Selecting afriend or an associate who is respected because of adevotion to values is smart.It ensures you neverhave to worry about that person s trustworthiness.I once asked a group of 200 junior high and highschool students the difference between respect andpopularity.Their answers were interesting.Oneyoung man defined respect as how I feel aboutmyself when I know I am honest and have done theright thing. That was a tremendous answerbecause, whether he knew it or not, it is difficult fora person to respect others without having self-respect.Asked whether an individual can enjoy respectand popularity, an eighth grader said that it was114 Pick Advisors Wiselypossible if she sticks to her values and treats oth-ers with kindness and affection.I responded thatsuch individuals are rare, but if a choice between thetwo attributes must be made, it would be well toremember that popularity is fleeting.Without last-ing respect, relationships won t long survive.Standfor what is right, not what is popular.Ethicist Michael Josephson says ethics is allabout how we meet the challenge of doing the rightthing when that act will cost more than we want topay.This is precisely what I was telling those young-sters.Respect often comes at a cost quite high attimes but one must be willing to pay the price.V'It is difficult within peer groups to break withthe crowd, to exercise moral authority in the face ofmajority opposition [ Pobierz całość w formacie PDF ]
zanotowane.pl doc.pisz.pl pdf.pisz.pl centka.pev.pl
.My children firmly believe I am from anotherage.I never learned computer skills; I don t quiteunderstand how e-mail works.My letters and notesquite often are written by hand.I manage in today shigh-tech world because there are many peoplearound me who are technologically competent.Insome ways, it leaves me in a more pleasant settingwhere relationships are more personable.If you don t have knowledge of something, findpeople who do.I have around me wonderful menand women of talent, skill, energy, virtue, and prom-ise.They know that Huntsman team membershiprequires the following:109 Winners Never Cheat % Adherence to proper values % Loyalty to the company % Loyalty to the CEO % CompetenceIn sum, I look for ethical, loyal, talented associ-ates.Finding talent is the easy part.Determiningmatches for the other criteria takes a skilled eye andear.Of no consequence to me are gender, race,one s religious, political, and ethnic background,which school he or she attended, family pedigrees,hairstyles, and other such individual factors thatseem to give some employers pause.Judge peopleby their values, character, and deeds not by theirlooks, backgrounds, and philosophical beliefs.The Huntsman employee base has been as highas 16,000, up considerably from the 200 workerswhen I started 35 years ago.To guide those associ-ates, I have sought out individuals with leadershipand specialty skills far beyond my own.Life is not a game ofLife is not a gameSolitaire; people depend onof Solitaire; peopleone another.When onedoes well, others are lifted.depend on oneWhen one stumbles, othersanother.also are impacted.110 Pick Advisors WiselyThere are no one-man teams either by defini-tion or natural law.Success is a cooperative effort;it s dependent upon those who stand beside you.It has always been a source of personal strengthfor me to be surrounded by people who hold similaror greater values to mine, who share my passionand vision, who have capacities greater than myown.Frequently, I am asked why Huntsman Corp.has been successful.What s the formula for startingwith nothing and arriving at wealth? My initialanswer is to underscore integrity, vision, commit-ment, generosity, self-confidence, and the courageto make decisions that set one apart from a com-petitor or from what currently is the marketplacenorm.Then I add: The first and most importantdecision in one s success is carefully choosing thepeople who will surround you.Make sure theyshare your values, make certain their characterdefaults to high moral ground in times of stress,ensure they are bright and comprehend results, andbe confident of their loyalty.The Wall Street Journal recently ranked attrib-utes recruiters seek in hiring new personnel.The three highest and substantially ahead of the111 Winners Never Cheatothers were interpersonal skills, an ability to workwell within a team, and personal integrity.Curiously, work experience and strategic think-ing were in the middle of the list of the 20 mostdesired traits for new hires.It does little good to employ a top sales manag-er, a talented computer engineer, or an outstandingproduction superintendent if their values don t coin-cide with yours.If you aren t operating under thesame standards, how can associates alert you to adangerous turn? If those associates don t knownorth from south or, worse, don t care, how will theorganization stay on the proper course? Cultivaterelationships with those who are teachable.Backgrounds, age, education, and experiencemay vary with key associates, but basic values mustbe uniform and in compliance with the culture youwant for your company, organization, or home.Constantly keep ethical expectations alive.Otherwise, brace for heavy consequences.Like-minded associates are not always easy tolocate, but the search is worth it.Together, you willbe responsible for establishing and enforcing ethicalstandards.Together, you will set the examples.If an112 Pick Advisors Wiselyexecutive has a background of cutting corners or ofdishonesty, the organization and everyone inside iteventually will pay a price.When we were young, we unconsciously chosefriends with similar values.We didn t like dealingwith individuals, for example, who were not truth-ful.They concerned us.Lying seemed so silly, sounnecessary.Nobody likes dishonesty.I rememberassociating with people who often were not themost popular in the school, but they were respect-ed.And one of the reasons they were respectedwas because they had integrity.Although we regularly treat the terms as if theyare equals, there is a difference between admiration(popularity) and respect.The former has to do withpositive, outward attributes; the latter is a positiverecognition of one s inner strength and character.We admire celebrities, but we don t necessarilyrespect them.We respect great teachers, but wedon t always like them.Some people earn admiration and respect.Ifyou must choose one, however, go for respect everytime.113 Winners Never CheatMost of us occasionallySome people earnmust decide between beingadmiration andpopular and doing thingsthat align with our personalrespect.If youvalues.Adhering to imme-must choose one,diate gratification andhowever, go forexpedient routes place us indanger of forfeiting therespect every time.very character that pro-duces long-term success and respect.Selecting afriend or an associate who is respected because of adevotion to values is smart.It ensures you neverhave to worry about that person s trustworthiness.I once asked a group of 200 junior high and highschool students the difference between respect andpopularity.Their answers were interesting.Oneyoung man defined respect as how I feel aboutmyself when I know I am honest and have done theright thing. That was a tremendous answerbecause, whether he knew it or not, it is difficult fora person to respect others without having self-respect.Asked whether an individual can enjoy respectand popularity, an eighth grader said that it was114 Pick Advisors Wiselypossible if she sticks to her values and treats oth-ers with kindness and affection.I responded thatsuch individuals are rare, but if a choice between thetwo attributes must be made, it would be well toremember that popularity is fleeting.Without last-ing respect, relationships won t long survive.Standfor what is right, not what is popular.Ethicist Michael Josephson says ethics is allabout how we meet the challenge of doing the rightthing when that act will cost more than we want topay.This is precisely what I was telling those young-sters.Respect often comes at a cost quite high attimes but one must be willing to pay the price.V'It is difficult within peer groups to break withthe crowd, to exercise moral authority in the face ofmajority opposition [ Pobierz całość w formacie PDF ]