To Be Honest: Lead with the Power of Truth, Justice and Purpose
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What We're Saying
Getting people to be open and cooperative and tell the truth is hard enough under routine conditions. But when things get rough, you can expect people to reflexively shut down. This is a big problem in a world defined by continuous change and technological disruption. But even companies facing major challenges can beat the odds. READ FULL DESCRIPTION
Under what conditions will people tell the truth, behave fairly and act with purpose at work? And when will they lie, cheat and be selfish?
Based on 15 years of research, To Be Honest explains how four factors (Clear Identity, Accountability, Governance and Cross-Functional Relationships) affect honesty, justice and purpose within a company. When these factors are absent or ineffective, the organizational conditions compel employees to choose dishonesty and self-interest. But when done well, the organization is 16 times more likely to have people tell the truth, behave fairly and serve a greater good.
To Be Honest shares the stories of leaders who have acted with purpose, honesty and justice even when it was difficult to do so. In-depth interviews with CEOs and senior executives from exemplar companies such as Patagonia, Cabot Creamery, Microsoft and others reveal what it takes to build purpose-driven companies of honesty and justice. Interviews with thought leaders like Jonathan Haidt, Amy Edmondson, Dan Ariely and James Detert offer rich insights on how leaders can become more honest and purposeful. You'll learn how Hubert Joly took Best Buy from a company on the brink of bankruptcy to one that is profitable, thriving and purposeful.
Filled with real-life examples, To Be Honest offers actionable steps, practical tools and approaches that any leader or manager can use to create a culture of purpose, honesty and justice.