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DON’T HAVE A CLUE

websitebuilder • April 16, 2015

Fortune has published its annual “The 100 Best Companies To Work For” (Milton Moskowitz and Robert Levering, March 15, 2015, pp. 97–154). In addition to providing its momentous list, Fortune includes commentary on the cutting-edge trends that play into the very concept of the list. Part of the reason that these companies are so great to work for is that they understand what the new business age requires, not just in keystrokes and widgets, but more importantly in heartbeats and passion. They are deeply aware of what computers can and cannot do as well as what people can and cannot do. On the one hand, the new business age recognizes that although data remains valuable, it is not the ultimate goal:

Information, simple or complex, is instantly available online. Knowledge skills that must be learned—corporate finance, trigonometry, electrical engineering, coding—can be learned by anyone worldwide through online courses, many of them free. They can even be performed by a clever algorithm. ” (p. 109)

On the other hand, the new business age demands that workers step above and beyond that data. Data will always be important. Information is always in demand. We have no argument on that. The open question however is will companies genuinely step up to the plate in meeting the challenges of this new day? It will require a different approach:

More and more major employers are recognizing that they need workers who are good at team building, collaboration, and cultural sensitivity . . . [T]he most effective teams are not those whose members boast the highest IQs, but rather those whose members are most sensitive to the thoughts and feelings of others.

This observation speaks to the centrality of culture for corporate success. If the workplace culture is great, then so too will the company be, but if the workplace culture is bad, then so too will the company be. Every single company on the 100 best workplaces list earned that standing fundamentally based on its workplace culture. This is good news for all those companies and those who are fast in the running to achieve that same distinction. However, the brightness of the winners reveals the paleness of the losers and their oftentimes-complete lack of understanding on how to win:

More employers are seeing the connection from culture and relationships to workplace greatness to business success. Deloitte’s latest annual survey of 3,300 executives in 106 countries found that for the first time, top managers say culture is the most important issue they face, more important than leadership, workforce capability, performance management, or anything else. . . . Yet as employers increasingly grasp its importance, they also realize they have no clue where to begin in creating the culture they need. ” (p. 110)

Well, that is a sad state of affairs! However, culture means behavior. Spreadsheets and products do not behave; people do. The people will make or break the company.

Those companies that genuinely want to achieve the levels of workplace greatness to which the 100 best companies attest must start with their people—every single one of them. If they do that, then they have a chance at creating and maintaining a marvelous corporate culture.





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Many benefits come with position, name, and assets—immunity from the law and organizational policies should not be among them. 2—Bad outcomes can manifest from an apparent good heart. A pure heart never guarantees a noble outcome. That is because all of us are subject to change and sometimes that change equals corruption. A parent of a one-month-old child might begin with a pure heart that leads to noble outcomes. However, fast forward that same parent 17 years and now vicariously experiencing that child’s college admissions stress. Do we have an outcome guarantee? Of course, it depends on the parent. Many noble outcomes ensue, but many does not equal all. Some parents in their quest to provide the best for their child will succumb to the temptation to step outside proper boundaries. Doing so is seemingly justified by that apparent good heart: “ I’m doing this because I want to give my child the best. ” Although we can all to some extent understand this sentiment, it in no way excuses or justifies the unethical actions and outcomes. If anything, it reinforces how vulnerable we all are. Therein lies the need for a constant ethical scrutiny over ourselves and our communities. 3—Unethical practices to gain entry into an ethical institution fundamentally disqualify the candidate. On the most basic sensible and philosophical level, by definition any ethical institution must deny any candidate entry when that entry attempt was unethically based. Any other action makes a mockery of the ethical institution and its entry process. Our academic institutions are among the tallest pillars of our humanity. The fundamental preservation of their purity must remain a constant commitment by every human being directly or indirectly connected to them. 4—Falsifying your child's profile only immerses that child into a universe that is fundamentally and unfairly built on false pretenses. When we enter into a new universe by virtue of truth and integrity, we do the best service to ourselves and others. To enter into a new universe not arrived at via truth and integrity will degrade and undermine all aspects of that new universe both for ourselves and others. Going into a new universe is something that the student should want to do by being his or her authentic best person. You cannot be your authentic best person without first being that person. In being that person, you then genuinely display that person. Therefore, no one can be that best person without truth and integrity. 5—Secretly shielding your child from the consequences of that child's behavior, aptitudes, and performance vehemently disrespects that child's personhood, and this is an abuse of your parenthood. Parenthood is an extremely personal, overwhelming, grave, complicated, rewarding, painful, amazing, and beautiful role. However, none of those adjectives imply that the parent owns that child. Nothing could be further from the truth. Indeed, the child is “on loan” to the parent for a limited time, during which the parent has a stewardship responsibility. An intrinsic stewardship component of parenthood is releasing that child from your tutelage. That releasing process begins the moment the child is born and slowly continues for nearly two decades (in most cases). 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It is an extremely significant academic development opportunity while simultaneously presenting somewhat of a preface to the yet-to-come extremely significant professional development opportunity that more fully continues postgraduation. Lifelong patterns embed themselves into how that student executes personal and professional growth. That total process deserves and demands nothing less than a student’s pure authentic personal and professional investment. Polluting any aspect of that process by deceptive practices is reprehensible. CONCLUSION Navigating higher education was never intended to be a walk in the park. Young people and their parents must understand this. However, by embracing these six ethical realities, we will navigate higher education with virtue, class, and character—and those are the inner assets of the soul that no academic credential can provide.
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