rectitude

Bushido refers not only to martial rectitude, but to personal rectitude: Rectitude or Justice, is the strongest virtue of Bushido. A well-known samurai defines it this way: ‘Rectitude is one’s power to decide upon a course of conduct in accordance with reason, without wavering; to die when to die is right, to strike when to strike is right.’ Another speaks of it in the following terms: ‘Rectitude is the bone that gives firmness and stature. Without bones the head cannot rest on top of the spine, nor hands move nor feet stand. So without Rectitude neither talent nor learning can make the human frame into a samurai.’

Tim Clark

"The Bushido Code: The Eight Virtues of the Samurai" The Art of Manliness. 9/14/2008

leadership is not a position

Real leadership requires personal influence -- persuasion afforded by a long track record of strong relationships built by trust. That reserve of trust may have been built by any number of things:

• Direct, clear communication without intention to deceive
• Consistency- actions that match your words
• Transparency and openness
• Explanations about goals and decisions
• A private life that matches the public life
• Competence
• Concern and compassion for others
• An upbeat, positive attitude about the future

When others observe these attitudes in a leader, the personal influence compels them to listen with an open mind -- and often to accept the leader's ideas and opinions as their own.

When the personal influence is missing, a positional title often demands little more than a "hearing" -- often met with open skepticism.

Dianna Booher 

"3 Things Leadership Is NOT" Huffington Post. 9/22/15

the power of personal integrity

Never underestimate the power of personal integrity; always set an honorable agenda; adhere to a code of professional conduct; never try to justify dishonesty and deceit; rather fail with honor than win by cheating. 

Sophocles (496-406)

"Volkswagen Broke A Centuries Old Leadership Rule" by Panos Mourdoukoutas. Forbes. 9/23/2015

perceived control

Everyone knows it’s important to keep employees in the loop, however, few employers are very good at this.

If you’re serious about keeping employee morale high and building organizational resilience, you need to shift this idea from “know it” to “act on it.” The more employees know what’s going on, the less time and energy they spend wondering — and worrying — about what they don’t know.

Research on stress and control shows that when we know what is going to happen — even if it’s bad — we feel less stressed than when we are faced with the unknown. Psychologists call this phenomenon “Perceived Control” because even though they don’t technically have control, knowing what’s going to happen creates a sense of control.

So, find out where employees feel left in the dark and how best to keep them in the know.

David Lee

"How To Build A Resilient, Stress-Resistant Workforce" TLNT 2/24/2014

unnecessary sources of stress

Smart employers ask employees “What do we do that drives you crazy?” and “What do we do that gets in the way of you doing your job?” Employee energy squandered on overcoming bureaucratic hassles and other obstacles is not available for innovation and productivity.

It’s also energy that could make the difference between employees facing challenge with a “Bring it on!” attitude rather than an “I can’t handle another thing on my plate!” perspective.

So, to remove unnecessary sources of stress by asking employees about which rules, red tape, need to go. Ferret out and remove any and all unnecessary obstacles. Doing so will recover a massive amount of employee energy that can be channeled to productive use.

David Lee

"How To Build A Resilient, Stress-Resistant Workforce" TLNT 2/24/2014