A Culture of Doing the Right Thing
Trevor Cole, author and nominee for a Governor General's Literary Award, wrote an article featured in the University of Toronto Magazine entitled "Why Good People Do Bad Things." In it, he references Tapscott and Ticoll's book, The Naked Corporation, and focuses on one of the good guys, BMO Financial Group CEO, Tony Comper. They highlight Comper as a leader with integrity. In this context, it means stepping up for employees, customers, and stakeholders when there are failures to admit, challenges to overcome, or wrongs to right, by asking, "What's the right thing to do here?" The question itself implies that the asker is accountable and willing to do whatever it takes to travel the proverbial high road. When a leader starts on such a journey, everyone is watching! The observer wants to see what is done, how it's done, and the impact it has on all involved. Hopefully, the observer also feels inspired to duplicate similar efforts towards right action.
Some of the research quoted in Cole's article says there are two main factors that influence the mind not to do the wrong thing—like cheat—even when given the opportunity. The two factors are:
- Fear of punishment (connected with the belief that they will get caught)
- Belief that others are not doing the wrong thing (connected with 'the norm of fairness' which reasons, "If others are making right choices, I will too." However the converse is also true, "If others are cheating, I will too.")
Neither of these 'reasons' for choosing right action portray the capacity of the human mind as something in which we can feel pride and rejoice. While the mind surely has its limits, I contend, there is hope for something better.
The myriad of research referenced in Cole's article is impressive and certainly provides an abundance of rich data to give us pause. The emphasis is on the human mind, shaped by brain chemistry, the influence of others, emotion, and history. From this reading, we can gain self-understanding, recognize our propensity to repeat negative behaviors that go unnoticed, and take heed of any patterns lacking a higher accountability. Without any higher accountability, it's easier to believe the universe is essentially meaningless. Once that conclusion is reached, "the concept of the common good falls away, and it's a short leap to concluding that the only purpose to life is one's own personal gain and pleasure." In Cole's article, this is described as "the ultimate failure of governance... where profit becomes the new afterlife."
My call to leaders is this. First, take the best of what we know about how the human mind works and create systems, structures, processes that summon our best response and choice. That is:
- Well-designed structures provide guidance. Make the structures tilt towards the highest good.
- The brain creates models of behavior (that it will repeat over and over) to simplify the outside world. Purposely highlight behaviors that serve the whole.
- Patterns are formed from repetition. Ensure that positive behaviors are praised and negative behaviors impart accountability measures.
- 'Follow the leader' is more than a childhood game—what people see at the top, even in core values, will become replicated and woven into the brain's tapestry.
Secondly, tap into something other than your mind to develop a culture of people who do the right thing. Call it your soul, your deeper wisdom, the intelligence of your heart, your dependable, intuitive gut reaction—whatever name you give it, invite it to be a core part of your leadership strategy. Your genuine interactions with your staff or team of colleagues go a long way in shaping how people feel, choices they make, and ultimately the culture you participate in crafting.
The new options we choose require us to forge a new path, rising above the mind's desire for repetition and familiarity, and create an entirely different world where we no longer need to compete and fight to see who wins. Instead, the culture of doing the right thing sees what there is and declares it enough. This culture is inclusive, generous, and thinks beyond what is simply good for the company, but branches it's focus and authenticity out to the community and the global world that we currently pretend to be a part of.
We can stop the waves of scandal and corruption by setting a different example. It takes noticing—and commitment—and consistently doing the right thing.
Doing the Right Thing