When we describe the kind of LS&CO. we want in the future, what we are talking about is building on the foundation we have inherited: affirming the best of our Company's traditions, closing gaps that may exist between principles and practices, and updating some of our values to reflect contemporary circumstances.
What Type of Leadership Is Necessary To Make Our Aspirations a Reality?
Leadership that exemplifies directness, openness to influence, commitment to the success of others, willingness to acknowledge our own contributions to problems, personal accountability, teamwork and trust. Not only must we model these behaviors, but we must coach others to adopt them.
Leadership that values a diverse work force (age, sex, ethnic group, etc.) at all levels of the organization, diversity in experience, and a diversity in perspectives. We have committed to taking full advantage of the rich backgrounds and abilities of all our people and to promote a greater diversity in positions of influence. Differing points of view will be sought; diversity will be valued and honesty rewarded, not suppressed.
Leadership that provides greater recognition—both financial and psychic—for individuals and teams that contribute to our success. Recognition must be given to all who contribute: those who create and innovate and also those who continually support the day-to-day business requirements.
Ethical Management Practices:
Leadership that epitomizes the stated standards of ethical behavior. We must provide clarity about our expectations and must enforce these standards through the corporation.
Leadership that is clear about Company, unit, and individual goals and performance. People must know what is expected of them and receive timely, honest feedback on their performance and career aspirations.
Leadership that increases the authority and responsibility of those closest to our products and customers. By actively pushing responsibility, trust and recognition into the organization, we can harness and release the capabilities of all our people.
Personnel Journel, December 1992, Vol. 71, No. 12, p. 38.