THE POWER OF PRINCIPLES

The Saints did not pray to the Good Lord for instruction on
What to do. The Bible was already clear on what was expected
of them. Nevertheless, the Saints got down on their knees
every day of their lives—to pray that, in spite of daily
temptations, they could find the courage and strength to do
the right thing.
---Old Mexican Proverb

There are relatively few new ideas in business, if any at all. How often can one repeat the basic of “Listen to your clients, provide outstanding service, train your people, look for and eliminate inefficiencies, and act like team players?” The problem, clearly, is not in figuring out what to do. Rather, the problem is to find the strength and courage to do what we know to be right.
Professional firms expend immense efforts trying to get their people to do the “right” things through systems, structures, and monetary incentives. Not only have all of these frequently failed to create excellence, but they also leave a bad taste in the mouth. “Do it and we’ll pay you” smacks more of prostitution than of professionalism. In discussing recommended courses of action with any consulting clients, I repeatedly find myself saying “This is not only good business, but it’s the professional, ethical thing to do!” When something is presented as a Worldwide. Successful firms are clearly differentiated by a strict adherence to value, i e, to professionalism.

When something is presented as a management tactic, it is easy to agree with and dismiss. It is harder to argue with a matter of principle Management tactic, it is easy to argue with and dismiss. It is harder to argue with a matter of principle. Principles (or values) are the most Effective management tools a firm can use. Successful firms are differentiated not by their Different goals, clever strategies, or special Managerial tactics--- these are all remarkably similar

What Is Professionalism?

This section, although it covers many topics, is mainly about professionalism. I begin with a few reflections on “having fun” and “continual self-improvement” because I believe that true professionalism means the pursuit of excellence, not just competence. Many professionals confess that they are “cruising” below their full potential, and few feel passionate about the majority of their work. Many professionals, I have learned, are not having fun. Low morale and enthusiasm are common.

Strict financial controls may get people into compliance, but they will never inspire the extra level of intensity and dedication that creates excellence. In significant part, this situation has resulted directly from the financial measures firms have used, especially the emphasis on “production,” which measures only the volume of work, and not its caliber. The prevailing ethos in many firms is “It’s about the money, stupid!” Strict financial controls may get

people into compliance, but they will never inspire the extra level of intensity and dedication that creates excellence.
While” having fun” can have many possible meanings, there is a difference between “happiness” and “contentment.” True professionals commit themselves to the pursuit of happiness, and do not allow themselves to lapse into self-satisfied contentment. Professionals and professional firms can restore the fun (and morale and enthusiasm) by committing themselves to a path of true excellence and strict adherence to the highest values. This path will result in greater professional accomplishment, and the (superior) profits and satisfaction that flow from it.
To accomplish this, individuals and firms must recognize that there is a difference between “espoused values” (what they say they believe in) and “values-in-action” (how they actually live their professional lives). (The terms are borrowed from Chris Argyris). This book is about trying to align professionals’ real-world actions with their true (espoused) values.
In practice, what this means is that individuals and firms must rethink what they manage, measure, and discuss. If you value something, then you must monitor your performance in that area, accept nothing less than excellence, and actively work to learn what to do differently every time you fall short of excellence. Firms must provide help and counsel to those who are encountering difficulties in living up to their standards, in order to help them get back on track. Phrased another way, professionals have to decide on which subjects they are prepared to give “nagging rights.” Professionals are used to being nagged about their production levels. Yet they are rarely nagged about such areas as levels of client service, supervision of junior professionals, or collaboration with each other.
Once professionals have confirmed their core values, they need to design systems which provide “consequences for noncompliance.” By leaving each individual professional to decide for himself or herself what level to achieve in key value areas, firms are in effect saying that the firm, as a society, has no standards that must be adhered to. Excellence in these areas becomes a matter of personal professional choice. This is insufficient if firms are to live up to their values and reap the benefits that flow from the accomplishment of excellence.