Schrott1Executing orders given to you has nothing to do with “leadership”. Any machine can functionally translate orders according to a set of rules; you do not need a human being for it.

All people in “managerial positions” must have real leadership personalities, rather than being just system agents or functionaries.

They should have learned to listen and have a certain degree of empathy.

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An enterprise is a “socio-economical system”. In order to qualify as an “ethical enterprise”, it has to provide an anxiety-free space for its “inner” stakeholders.

Landschaften1Anxiety is not a good motive and successful team work is never based on it. This sounds trivial, yet in many enterprises it is not something that goes without saying. An anxiety-free space is only possible if there is an enterprise culture based on values shared by everybody. And mutual trust must be one of the essential values.

This kind of culture and the underlying values cannot be synthetically generated. They must be lived and developed over the years.
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Wolken3There is a cynical (and hopefully not true) rumour about the death of a German IT enterprise. When it was buried, there were a number of funeral eulogies. In one of them, the dedication of the company to its customers was appreciated. All was quiet.

Then the fairness towards suppliers was mentioned, and there was allegedly a significant level of disquietness around the grave.

It is quite acceptable to keep the interest of one’s customers at heart. This is as it should be. Yet you must not forget your suppliers, either. Without them, it is not possible to deliver the optimum of quality.

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Kunden1Some enterprises tell their customers:

We want what is best for you!

What they mean is: they want his money.

It goes without saying that this attitude is counterproductive for an “ethical enterprise”.

But what more can you do for a customer than deliver a precise result in excellent quality at the right time and place for the right price? Isn’t that quite something already?

To be sure, in an “ethical enterprise”, too, the customer is king. And it should need no further mentioning that you do not deceive a customer and that you describe your own achievement transparently.

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In Paris, there is a 
„School for Economical Warfare “,
Where you can learn
To apply military tactics to enterprises.
Nothing new about that.
American marketing experts have done this for a long time.
They conquer the markets with Prussian military strategies
Following Carl von Clausewitz.
So nothing new there, either.
And what about you as a manager?
When did you learn war strategies?
Never?
Well, then I guess you have been taken over by the competition a long time ago.

KJG/SIX
(Translated by EG)

In a leadership seminar, I heard the following slip of the tongue by a top manager:

You should treat your employees as if they were human beings.

Diros1From this (Freudian) slip, you can already deduce the first requirement: in an “ethical enterprise”, people must never be reduced to being just a means towards an end. That would be a violation of human rights and might cause a social system to become a fascistoid system. Something like that cannot and must not happen in an “ethical enterprise”.
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Sorry, this entry is only available in German.

Sorry, this entry is only available in German.

Sorry, this entry is only available in German.

Another requirement for an “ethical enterprise” is that they should only offer products and services which are “ethically” acceptable.

waren3For me, it is trivial that an enterprise selling the services of assassins or mines is just as much an “unethical enterprise” as on that sells child pornography. When we are talking weapons in general, the issue is a little harder to decide. There is no doubt that weapons intended for sports exclusively are “ethically acceptable”. In fact, manufacturing weapons that support the executive organs of a democratic country might even “ethically necessary”.

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