A Call to Decency & Integrity (D&I)

The 4th Monkey (3)

Decency is not a trade he frequently discuss. Yet, people know what it is when they see it. We would agree that people who are decent are trustworthy, with strong character traits, such as integrity. They are respected and held in high esteem. Decency is an acquired state. It is a function of diligence, conditioning, and a propensity to do the right thing. It is combination of characteristics, attitudes, and positive personal values, which causes people to gravitate to the as a magnet.

You may not have it as a goal, nonetheless it is a byproduct of being a good person. Decency is a positive side effect of good behavior. The individuals possess high moral standards and a solid reputation and track record.

Google defines decency as “behavior that conforms to accepted standards of morality or respectability.” It is often used in the context of someone being modest.

Decency surfaced on my first interview trip as a district sales manager. I was sent to help a district manager fill vacant sales of territories. The company had a structured interview program based on behavioral questions. We looked for competencies or behaviors necessary to do the job. Past performance / behavior was a predictor of future performance. Whereas there were no questions related to decency, it was evident, among the candidates.

One candidate rose to the top of my list. He had the requisite potential to be an outstanding sales rep. This was during a time when we were hiring recent college graduates for sales positions. There was one sales territory that was hard to fill. My favorite candidate evoked the word decency. He had the requisite skills, but I kept thinking, he is a thoroughly decent individual.

Decency translated into a culmination of many positive character traits. His overall demeanor was supported by quantifiable, specific behavior related outcomes.

Our interviewing questions covered such areas as presentation skills, product knowledge, administrative abilities, persuasion, teamwork, tenacity, resilience, creativity, and organizational skills.

Sandwiched between his answers were examples of

  • Fairness, equality, and good judgment
  • A hard-working personality
  • Faith centered living
  • Integrity and moral behavior with clients and competitors

Decency is an attribute, we relish in people who lead us, serve us, and befriend us. They have integrity which is characterized by the 4th Monkey (Shizaru) which is “Do No Evil”. Decency is not something we feel we can teach, but believe it was necessary for longevity and success in the long term. It may be a function of upbringing, conditioning, modeling behavior, practice, and reinforcement. Decency is often described as; you know it when you see it, or you can feel its presence in your gut.

In a highly competitive marketplace, decency can be a tiebreaker in hiring employees and building relationships and collaborations. We should determine whether candidates can play well in the sandbox, are good listeners and strong team players. They could essentially play well with others, driven by a sense of fairness and purpose, emotional intelligence, likability, and a desire to excel and achieve their inner greatness.

When we visually survey our workers and coworkers, if we find they have a sense of decency we could probably see the following.

  1. Authenticity
  2. Integrity
  3. Honesty
  4. Strong work ethic, based on productivity, quality and execution
  5. Treats people fairly, with dignity and respect
  6. Moral character as reflected in the stories they tell
  7. A sense of fair play

Answer the following question. Are you a decent human being? How do you know this to be true? Asked the coworker, relative or friend if they would consider you a decent person. Ask for examples.

The decent human being is the team player that people like to work with and want on their teams. Strong character individuals are sought after in every interaction that is important to us. It is advantageous to associate with decent people and hire, develop and promote in our organizations.

Copyright © 2020 Orlando Ceaser

 

 

The 4th Monkey Matters

4th Monkey
Leadership is consistently emphasized as a valuable set of skills for individuals charged with managing a business, performing in athletics and other interactions and endeavors involving people. There are numerous theories, books and training programs about leadership and the necessary characteristics and attributes of a strong leader. Integrity in business is one of the key leadership traits, often cited as critical when dealings and interacting with others.

Leadership is a discipline that is highly regarded in the annals of personal and organizational development. Effective use of this skill contributes to the successful implementation and execution of strategies that enable people to achieve expectations. Studies have indicated that diverse teams with strong leadership perform better. Strong leadership allows individuals to handle the disruption and challenges they may encounter while managing and working in a diverse environment, where differences of opinions, styles and approaches, among team members is prevalent.

The 4th Monkey is known as Shizaru in Japan. He receives very little attention, since most are familiar with his counterparts; see no evil (Mizaru), hear no evil (Kikazura), and speak no evil (Iwazura). His function is to do no evil, which you could argue is the most important monkey. The 4th Monkey’s emphasis is on right practices and behaviors. The proper way to meet people and treat people are just a few of the important actions. Being trustworthy and ethical are also essential elements.

The age-old saga of the monkeys places the emphasis on lack of involvement. If you do not see, hear or speak evil, you will minimize conflict. However, the 4th Monkey matters and transcends complacency and instructs the leader to exert their character and insert their presence into situations, to lead people to a mutually beneficial decisions and destinations.

The 4th Monkey matters. Do no evil is critical in leadership, as we lead in all areas of our lives. The 4th Monkey should be a mascot for a leadership team to validate the importance of ethics and right behavior. Let us focus on the workplace. In the business setting what are some of the wrong (evil) characteristics we can highlight?

Here is a top 10 list of principles that illustrate some examples of do no evil. This is by no means, a comprehensive or exhaustive list. Also, the list may be challenged and amended, for you may have other principles which are equally or more appropriate to your business and experience. Nevertheless we are in agreement that the 4th Monkey matters in the workplace.

Please review this list for it shows the interaction and compatibility between the 4th Monkey and your ability to lead. These principles will illustrate the importance of integrity by internalizing these 10 proposed principles from the 4th Monkey. Implementing these practices can highlight and contribute significantly to your results.

Notice below and, in your discussions, that there are evils / crimes of commission and omission. Failure to do the right thing, in the right situation, can be construed as a malicious act of omission.

1. Do not demonstrate poor character and lack of integrity
2. Do not lie (knowingly give false or misleading information)
3. Do not bully or intimidate others
4. Do not harm people’s dignity and self-respect
5. Do not misrepresent data (to deceive or protect)
6. Do not violate people’s rights or property
7. Do not discriminate (no favoritism and nepotism)
8. Do not steal (ideas or intellectual property)
9. Do not gossip, demean and discredit a reputation
10. Do not fail to give direction and authentic feedback

During my anthropology class in the first year of college, I was introduced to two attributes particular to certain monkeys. The first concept was brachiating, which meant the hand over hand movement of monkeys, as they travel from branch to branch (children perform this activity on the monkey bar). This reminds me of a leader who not only takes the high road, but is performing at a high level, to very high standards. This visible performance is noticed by others, especially those who are on the ground, and those traveling with them.

The second attribute was that many monkeys had a prehensile tail. This tail enabled the monkey to achieve additional agility and movement because of its ability to grab on to objects, which gave them greater flexibility and agility. Effective leaders must grab onto knowledge, information and concepts better than their peers. I propose that the 4th Monkey provides a metaphor of leadership dexterity to those individuals who are truly practitioners of effective leadership.

The 4th Monkey matters and enables us to lead and form natural alliances with our constituents, followers and others as we demonstrate and develop leaders, in order to transform their operations into successful, individual honoring enterprises.

Copyright © 2019 Orlando Ceaser
Web-sites: orlandoceaser.com
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Interviews: Honesty Is the Best Policy

I attended a career workshop sponsored by my church and one of the attendees asked, “How do you answer the question, what is your greatest weakness? Should I answer honestly or tell a lie?” She wanted to know if it was a trick question or did they really want to know the information. If she told the truth and it was not good, it could cost her a job? My experience confirms that the question is usually asked with the proper motivation. However you should always keep the following thoughts in mind:

• There are so many applicants for jobs that interviewers look for knockout factors
• They may want to know if you have given serious thought to self examination and self-awareness
• They may want to know if you have experiences or attributes that may not mesh with their values, beliefs and expectations
• They may use the question to confirm their intentions to hire or not to hire

There are several views circulating on the correct answer to this question.

Some experts feel the best way to handle the question of your greatest weakness is to identify an area of needed growth that is not terminal. For example, someone told me they were a stickler for details and was told they were over organized. Another responded that they were a perfectionist and their high standards were a problem for some people. The technique looks upon a weakness as a strength that’s overdone. They also phrased it in such a way that the perspective employer would love to hire someone with that problem. My personal favorite response is to present a truthful area of weakness and tell what you have done to correct it. It is no longer a problem or it has been significantly minimized. This takes guts and confidence.

You were taught from birth that honesty is the best policy. You should never discard the wisdom behind this phrase. However, you should look at your level of disclosure to ensure that you are not unintentionally sabotaging your chances at landing a job. Employers by law cannot ask you certain questions. Illegal areas include:

• Age
• Race
• National Origin
• Religion
• Marital status
• Dependents
• Child care problems
• Arrest records
• Health status

Since these areas are off limits, it would also not be appropriate for you to volunteer this information. Their questions must be limited to those areas that affect your ability to do the job.

People are imperfect and will say the most unbelievable things in the hot lights or perceived hot seat of an interview. Here are a few samples of honest comments from my archives of information collected from actual interviews, which you should avoid.

I asked a very competent graduate from a prominent university about her greatest weakness. She responded that she was a procrastinator. She would get things done, but it would take her some time to get around to it. If you are a work in progress, correct your issues so that they are not a problem. She was hired and became an outstanding employee and procrastination was not a problem.

A candidate at a job fair told me he wanted to get into sales. I asked why and he responded because friends said he had the gift to gab. I asked if he based his career objectives on everything his friends said, which startled him. After regaining his composure he said, he wanted to work for a corporation for a year and then go off and pursue his first love which was music. I translated his comments back to him saying, “You just told me that we will invest $100,000 to train you in the first year. Before we can recoup our investment, you are going to leave us to go off and blow your horn.” My advice to him was to collect his thoughts before taking that message to the other 100 exhibitors at the job fair. He took my advice and pulled himself out of the interviews to develop a better approach.

I received a request to talk to a relative of an employee. During a one hour exploratory interview I found her to be intelligent, a hard worker with a strong background and strong communication skills. I recommended her for the next interview. The next interviewer was disturbed by his interview with her, based on one comment. She disclosed that she had been a child alcoholic when she was 12 years old. She was 35 years old and he saw no reason for her to volunteer this information.

Many people are extremely honest and naive in interviews. They want to bear their souls unnecessarily in front of the interviewer. This phenomenon seems to be exacerbated when they are interviewing with a person in whom they have a lot in common.

The interview is not a confessional. It is however a witness stand and what you say can and will be held against you. Your answers to questions should be honest and truthful. However, you must evaluate the tactic of throwing ourselves at the mercy of the court, looking for forgiveness for your noble act of unnecessary disclosure. Remember, just the facts and provide information related to the job. Honesty is still the best policy, but revealing every pimple when it’s not relevant is a questionable strategy.

Copyright © 20013 Orlando Ceaser