High Impact Strategic Business Sense Series (4b)

▼ Behavioral Indicators & The 8 Habits of Effectiveness▼

Personal Code of Ethics/Development Blog & Portable Document

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 ▼ Personal Code of Professional Ethics ▼

High Impact Strategic Business Sense Series (4a)

Lifted straight out of one of my CV/Resumés

(the ff continues to attract offers)

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I [TT] solemnly take very seriously: human dignity, integrity, sound business ethics and corporate intellectual capital management strategies driven (not by unethical loyalty and egomania but) by demonstrable 'respect for the client' as well as 'for the individual/employee'.

I learned — thanks to HR work at AT&T — that “values govern people's behavior but principles govern the consequences of those behaviors”. That “the way we see the problem is the problem” which is why in meeting and seeking to constructively address specific challenges, I strive to be an exemplar of the doctrine: “Seek first to understand, and then to be understood.” 
 

I seek (not 'a job' but) a career that most accommodates high standards of performance, quality, and dedication to competitive expansion and reinvention, which is what drives me and the 'WE' mentality I bring to any team, environment, or challenge. Hence,  environments that do not waste talent but value innovators, competence, career progression and practice “Trust and personal responsibility in all relationships”, attract me the most.

I believe too — with few objections — that “the right people don't need to be managed”. That sometimes “the moment you feel the need to tightly manage someone, you've made a hiring mistake.” That “the right people don't think they have a job: They have [instead] responsibilities.” That “the right people do what they say they will do, which means being really careful about what they say they will do.” Further, as I recently published, that: Character, competence, caliber, and Americanness has a color only where fear, suspicion, ignorance, prejudice, racism, and duplicity rules. But organizations, stakeholders, and bosses who 'respect the individual' as a core human capital management strategy will find and retain the best of the best because of their willingness — however politically or socially uncomfortable — to zoom out and embrace talent packed with self-esteem.

Finally, the foregoing represent similarly held ethos shared by organizations (and certain former employees of mine) on the  Fortune “Most Admirable”/“Best Place To Work” list, among which include IBM, Merrill Lynch, NovaCare, AT&T and General Electric, to name a few.