Ethical Management – What’s that?

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Walter E Vieira is a senior management consultant who started India’s first Marketing Consulting Company (MAS)
in 1975. He offers consulting and training services to companies in India, S E Asia, Africa and USA, over three
decades.

Posted On Wednesday, November 24, 2010 at 02:37:39 PM

When I read about a high court judge being accused of having assets
disproportionate to his sources of income, I was greatly disappointed!

However, when I read about the Adarsh Housing Society scam, with two generals
from the Army and a few Admirals involved in it, I was distraught. Had the
infection of corruption already rampant among politicians, bureaucrats and
businessmen now insidiously spread itself among the judiciary and the armed
forces?  Or, was this the exception, rather than the rule?  I hoped it was the
former.

To clear the cobwebs in my own mind, I returned to reading, “The Power of Ethical
Management” – that mini-bible on Ethics written by Ken Blanchard (“The One
Minute Manager”) and Norman Vincent Peale ( “Power of Positive Thinking”) –
two giants in management writing.

In the Introduction they say, “Everywhere we turn today there are signs of ethical
deterioration.  In business, bright young people have made immoral millions by
using insider-trading information.  In government, hardly a day goes by without
some public official being involved in an ethical dilemma.  In education, there are
cheating scandals among students. Obviously, all these people, many of them
supposedly outstanding citizens, believed that they had to cheat to win.  They,
along with many others, believe that nice guys finish last.  We, however,
disagree.”

Ethical behaviour is related to self esteem.  People who feel good about
themselves have what it takes to withstand outside pressure.  To do what is right
rather than what is merely expedient, popular or lucrative.  A strong code of
morality in any profession– and more in the armed services and the judiciary, is
the first step towards success.

Both the judges and the generals forgot the first of the 5 “P’s” of Ethical Power:
Purpose.  “Purpose is the Objective or Intention, something towards which you
are always striving.  It is not the same as a ‘goal’.  A goal is tangible.  It is
something definite that you can accomplish. A purpose is ongoing.  It gives
meaning and definition to our lives A goal can be to make money, but for a general
or a judge, would they feel comfortable with that as the purpose in life?  If yes,
then they should have chosen to be tradesmen or businessmen in the first place. 
However, even for tradesmen, money would perhaps not be the purpose of life,
although money may be a major goal.  But for the judiciary, armed services,
academia, researchers or many other professions, money can never be a major
goal.
We have fortunately many silver linings around these few dark clouds.  I think of
the former Chairman of EXIM Bank of India, who after retirement moved from his
company Napean Sea Apartment to a two bedroom apartment at Goregaon.  He
lived there content and peaceful. Another Managing Director of SBI retired and
moved from Malabar Hill to Andheri and was not ashamed at the move.  There is
the Lt. General who retired as GOC in C and went back to a modest home in
Santacruz, a suburb of Mumbai, from a sprawling bungalow in an army
cantonment. All these and many more had a “purpose”.  They looked for self
actualisation in what they had chosen to do as a career.  They took the
remuneration that went with the career, without trying to compete with
successful businessmen and industrialists.  They had done a good job; enjoyed
doing it; and moved off centre stage with pride, dignity and a sense of self worth!

In an age of eroding values, we need to salute them.  These values will endure
even when those who despise them have died.