High-Performance Ethics.

Book Review

Cantrell, Wes. Lucas, James, R. High-Performance Ethics. 10 timeless principles for next generation leadership. Tyndale House Pub. 2007.
WC- retired world-class leader (Lanier Worldwide, Inc.) and a forward-thinking expert in marketing and sales.
JRL- speaker, author. President and CEO of Luman Consultants International, Inc.
Note: with two exceptions, endorsers of the book are all from the market place.

Comment. Henry
The authors have done a fine job of showing that high performance and ethics are indeed compatible. In fact they have made a strong case for them being inseparable. Although the ‘principles’ are being applied to the market place they are quite transferrable to other walks of life. Both authors come at this topic from a Christian world view.

For many people ethics are defined and practiced according to their ambitions, goals and desires. “They are based on self-preservation, on the lowest common denominator, and the notion that people are not responsible for teir actions.” (4) Ethics and high performance are very much related. “Situational ethics are no ethics at all.” (9) Payoffs are not the reward of good principles, they are the by-product. “High performance ethics (HPE) are a way of life.” (12) Ethics cannot be legislated.

The first of ten next generation principles is “first things first”. (17) Shared vision and mission are part of this foundational principle. Competence without character is not acceptable. Creating a high-performance culture is also foundational.

Next is the principle of removing distractions. This principle is built on the first. Focus on positive progress rather than conflict resolution. Work on critical success factors (CSFS) that will lead to vision and strategy. Eliminate “the inconsequential in order to focus on the important”. (52)

“Align with reality.” (53) This principle is sometimes described as the sowing/reaping principle. Leaders must model this principle with truth. If values are not conscientiously passed down they will die. “It’s never the wrong time to do the right thing.” (59)

Symmetry is very important in our lives. It brings harmony which is more important than balance. Symmetry as a foundation has a spiritual dimension. We have time to do what we are supposed to do. The challenge is knowing what we are supposed to do. Symmetry includes planned times for rests. It definitely should be a part of retirement.

“Respect the wise.” (87) Mentoring is part of this principle. Learning can be positive and/or negative. Characteristics of mentors (good and bad) are identified and discussed. Respect must be given to all leaders. Wise leaders don’t hesitate to ‘pass on the torch’ to others.

People are any organization’s greatest asset and should be treated as such. “Protect the souls.” (109)

The seventh principle focuses on committing to relationships as they relate to “mergers and acquisitions”. (127) Spreading the wealth is the eighth principle. This wealth is not the wealth the organization serves but the wealth of the people in the organization.

Ethical behavior and high performance are built on truth (principle nine). Truth removes the ‘grapevine’ that is the source of everything but truth. Listening is an important part of discovering truth.

The tenth principle insists that HPE leaders limit their desires. They avoid wrong desires. They understand the concept of “enough”. Right desires are threatened (destroyed) by wrong desires.

When leaders assess their net worth according to HPE they will focus heavily on non-monetary issues. “Good ethics will always lead to high performance in the fullest sense of the term.” (226)