Moral Intelligence: Enhancing Business Performance and Leadership Success (Anglais) Relié – 3 mai 2005
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Revue de presse
"Doug Lennick and Fred Kiel offer a timely, important, and practical
personal guidance system that anyone in the business world would do well
to adopt. The world of business would be vastly improved if Moral
Intelligence became required reading."
--Daniel Goleman, author, EMOTIONAL INTELLIGENCE
"Lennick & Kiel are consulting masters who guide us the way they live-with moral intelligence. They prove that you don't have to sacrifice your soul to lead productively."
--Richard J. Leider, Founder, The Inventure Group and bestselling author of REPACKING YOUR BAGS and THE POWER OF PURPOSE
Paul Fribourg, CEO of Conti-Group Companies and Chairman, Lauder Institute, Wharton Business School
Moral Intelligence demonstrates compellingly that doing what is right morally and doing what is right for your business are inseparable. Lennick and Kiel cite numerous business cases where the moral decision was also the smartest strategic decision. Importantly, they provide practical advice and exercises to help readers assess and strengthen their own moral competence and effectiveness as leaders. For CEOs and other decision makers, Moral Intelligence makes good business sense.
Dick Harrington, CEO of the Thomson Companies
"It should be obvious by now -- our private enterprise system needs to revisit its role in our society. The questions are: What changes are in order and how can they be achieved? Moral Intelligence addresses these questions and provides tools to implement the answers."
Irvine O. Hockaday, Jr. President/CEO -- Hallmark Cards, Inc. (Ret.)
Moral Intelligence is excellent reading for new entrants to the business world as well as experienced managers. I found numerous examples that were right on point with actual events that I have experienced in over 40 years of managing. It was also helpful to have the topics presented in the context of current events that hold the readers interest. This book should be on the reading list of every student regardless of their career choice.
Larry Pinnt, Chairman, Cascade Natural Gas
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With a genuineness that comes from describing their direct conversations with scores of leaders, the authors make a case for driving business performance through responsible, moral conduct. They believe there is a set of universal expectations about how other human being should be treated and that "they apply to all people, regardless of gender, ethnicity, religious belief, or location on the globe." Moral Intelligence features copious detailed stories; most include real names versus using pseudonyms, which lends authenticity. Models describe processes, mental schemas and frameworks. To ensure that readers are able to internalize and apply their learning, a series of worksheets guide leaders through the process of defining and refining their own morality.
Conspicuous by its absence is a clear warning about the insidious role of self-deceit in the role of leadership. For more on this topic, try Leadership and Self-Deception: Getting out of the Box by Arbinger Institute.
One quick "Huh?!" moment: The previously-mentioned Moral Compass Inventory uses the unfortunate acronym, "MCI," 25 times in the book. Unfortunately, this acronym shares its letters with a company, MCI (formerly MCI WorldCom), known for its accounting scandal in the early twenty-first century and its subsequent bankruptcy.
Moral Intelligence makes a case for establishing a moral compass, for setting goals related to that compass and for monitoring one's behavior constantly to assure overall alignment. Practical and documented, while remaining approachable, it could appeal to leaders at all stages of their careers.