The accidental salesperson cliff notes

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More Praise for Moral Intelligence 2.0

“Lennick and Kiel demonstrate the critical importance of values-based leadership in building companies that last during difficult times.

—Charles W. Sorenson, M.D., President and CEO, Intermountain Healthcare

“Lennick and Kiel reveal the moral leadership practices of successful organiza- tions. It’s fascinating to learn how moral intelligence drives business success at companies like Cardinal Health, American Express, and Hormel.”

—Andrew Doman, President and CEO, Russell Investment Group

“Moral Intelligence 2.0 has given me insights that will help us with the continued evolution of our business and will enhance our long-term survival and prosperity.”

—Joe Dedin, Executive Director, Eagle Bluff Environmental Learning Center

“Rarely do books come out that become required reading for members of all Boards. Moral Intelligence 2.0 gives a masterly analysis of how to do the right thing in corporate life.”

—Peter Hogarth, Former Director London Stock Exchange and Senior Partner, LVA Partners

“I’ve discovered from this book that it is moral intelligence which I have found so critical to my years of leading others. This has surely been the formula for the suc- cess of my business.”

—Dale Larson, Owner, Larson Doors, Inc.

“Lennick and Kiel have brought focus to a subject has been undervalued for years. I found that if my senior team held firmly to these principles, we would safely nav- igate the most challenging of times. I strongly recommend this book for every CEO and leader in the business world.”

—Richard Harrington, Retired CEO, Thomson Reuters

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“The value of emotional intelligence in leadership has been well documented, but in this book, Lennick and Kiel solidify the absolute correlation between moral intelligence and business performance. This should be required reading for leaders at all levels.”

—Bill Shaner, President and CEO, Save-A-Lot Food Stores

“The authors show that rather than slowing down a business, moral intelligence is essential to success—even in the most difficult of times and when the competition is fiercest.”

—Gary Bhojwani, President and CEO, Allianz Life Insurance Company of North America

“Lennick and Kiel provide a clear and compelling path for readers to understand the importance of strong moral values to their business and the way forward toward execution.”

—Michael E. LaRocco, President and CEO, Fireman’s Fund Insurance

“This important book challenges every leader, every citizen, to lead lives with pur- pose, intention, and a true north.”

—Roger Fransecky, Ph.D., Founder and Senior Partner, LVA Partners

“Lennick and Kiel confront leadership’s comfort levels with gritty questions such as whether alleged values are aligned with actual behavior. Moral Intelligence 2.0 is a no nonsense book to be valued by those willing to invest effort to achieve integrity and success.”

—Michael Sabbeth, Esq., Author of The Good, The Bad, & The Difference: How To Talk With Children About Values

“During these times of public mistrust and cynicism of government, corporate America, and mass media, this book is needed now more than ever. The companies highlighted by the authors are thriving examples that success and profit can be achieved without sacrificing integrity. Our business is our employees.”

—Yvonne K. Franzese, Chief Human Resources Officer, Allianz of America

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Moral Intelligence 2.0

Moral Intelligence 2.0

Enhancing Business Performance and Leadership Success

in Turbulent Times

Doug Lennick • Fred Kiel, Ph.D. with Kathy Jordan, Ph.D.

Upper Saddle River, NJ • Boston • Indianapolis • San Francisco

New York • Toronto • Montreal • London • Munich • Paris • Madrid

Cape Town • Sydney • Tokyo • Singapore • Mexico City

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Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed with initial capital letters or in all capitals.

The authors and publisher have taken care in the preparation of this book, but make no expressed or implied warranty of any kind and assume no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information or programs contained herein.

The publisher offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales, which may include electronic versions and/or custom covers and content particular to your business, training goals, marketing focus, and branding interests. For more information, please contact:

U.S. Corporate and Government Sales (800) 382-3419 corpsales@pearsontechgroup.com

For sales outside the United States, please contact:

International Sales international@pearson.com

Visit us on the Web: informit.com/ph

The Library of Congress Cataloging-in-Publication data is on file.

Copyright © 2011 Pearson Education, Inc.

All rights reserved. Printed in the United States of America. This publication is protected by copyright, and permission must be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permissions, write to:

Pearson Education, Inc. Rights and Contracts Department 501 Boylston Street, Suite 900 Boston, MA 02116 Fax (617) 671-3447

ISBN-13: 978-0-13-249828-9 ISBN-10: 0-13-249828-6

Text printed in the United States on recycled paper at R.R. Donnelley in Crawfordsville, Indiana. First printing April 2011

Associate Publisher: Tim Moore Executive Editor: Jim Boyd Development Editor: Russ Hall Managing Editor: Kristy Hart Project Editor: Jovana San Nicolas-Shirley Copy Editor: Apostrophe Editing Services Indexer: Erika Millen Proofreader: Water Crest Publishing Publishing Coordinator: Pamela Boland Cover Designer: Chuti Prasertsith Compositor: Nonie Ratcliff

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To our wives, Beth Ann Lennick and Sandy Kiel, who have helped us fine-tune our own moral compasses over the years—and to our children,

who always lovingly challenge us to live in alignment! Alan, Mary, and Joanie (Doug) and Kelly, Amy, Bryn, Anna, Jordan and Freda (Fred)—

and to our parents, whose early nurturing provided our foundation— Albert and Martha Lennick and Orville and Mabel Kiel

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Foreword by Richard Leider . . . . . . . . . xiii

Foreword to Previous Edition by Richard E. Boyatzis . . . . . . . . . . . . . . xvi

Introduction . . . . . . . . . . . . . . . . . . . . . xxix

Leaders Interviewed . . . . . . . . . . . . . . . . . . . . . xxxiv

Thought Partners . . . . . . . . . . . . . . . . . . . . . . . xxxvii

PART ONE • MORAL INTELLIGENCE

1 Good Business . . . . . . . . . . . . . . . . . . . . . 3

Moral Stupidity Act 1 . . . . . . . . . . . . . . . . . . . . . . . 5

What Does Moral Leadership Look Like? . . . . . . 15

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

2 Born to Be Moral . . . . . . . . . . . . . . . . . . 35

What the Best Leaders Believe . . . . . . . . . . . . . . . 36

A Visit to the Nursery . . . . . . . . . . . . . . . . . . . . . . 38

Nature Versus Nurture . . . . . . . . . . . . . . . . . . . . . 38

Growing Up Moral. . . . . . . . . . . . . . . . . . . . . . . . . 39

Learning to Be Responsible . . . . . . . . . . . . . . . . . 40

When Things Go Wrong . . . . . . . . . . . . . . . . . . . . 41

Inside Your (Moral) Brain . . . . . . . . . . . . . . . . . . . 41

Contents

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It’s All in Your Head . . . . . . . . . . . . . . . . . . . . . . . 42

The Moral Map of Your Brain . . . . . . . . . . . . . . . . 45

Why We’re Good and Why We’re Bad . . . . . . . . . 46

So What Goes Wrong?. . . . . . . . . . . . . . . . . . . . . . 47

The Neuroscience of Moral Decision Making . . . 48

Can We Actually Change Our Brain? . . . . . . . . . . 52

Moral Software . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

3 Your Moral Compass . . . . . . . . . . . . . . . . 57

The Morality of Values . . . . . . . . . . . . . . . . . . . . . 65

Put It in Writing . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Frame 3: Behavior . . . . . . . . . . . . . . . . . . . . . . . . . 75

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

4 Staying True to YourMoral Compass. . . . 81

Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

PART TWO • DEVELOPING MORAL SKILLS

5 Integrity . . . . . . . . . . . . . . . . . . . . . . . . . 97

Acting Consistently with Principles, Values, and Beliefs . . . . . . . . . . . . . . . . . . . . . . . . 98

Telling the Truth . . . . . . . . . . . . . . . . . . . . . . . . . 100

Standing Up for What Is Right . . . . . . . . . . . . . . 106

Keeping Promises . . . . . . . . . . . . . . . . . . . . . . . . 109

6 Responsibility . . . . . . . . . . . . . . . . . . . . 113

Taking Responsibility for Personal Choices . . . . 115

Admitting Mistakes and Failures. . . . . . . . . . . . . 117

Embracing Responsibility for Serving Others . . . 121

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

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7 Compassion and Forgiveness . . . . . . . . 125

Actively Caring About Others . . . . . . . . . . . . . . . 126

Letting Go of Your Own Mistakes . . . . . . . . . . . 129

Letting Go of Others’ Mistakes . . . . . . . . . . . . . . 131

8 Emotions. . . . . . . . . . . . . . . . . . . . . . . . 135

Self-Awareness. . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Understanding Your Thoughts . . . . . . . . . . . . . . . 140

Personal Effectiveness . . . . . . . . . . . . . . . . . . . . 141

Deciding What to Think . . . . . . . . . . . . . . . . . . . 141

Self-Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Nurturing Emotional Health . . . . . . . . . . . . . . . . 143

Interpersonal Effectiveness. . . . . . . . . . . . . . . . . 147

Empathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

Misplaced Compassion . . . . . . . . . . . . . . . . . . . . 149

Respecting Others . . . . . . . . . . . . . . . . . . . . . . . . 151

Getting Along with Others . . . . . . . . . . . . . . . . . 154

Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156

9 Making Moral Decisions . . . . . . . . . . . . 157

How Roger Used the 4 Rs . . . . . . . . . . . . . . . . . . 158

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178

PART THREE • MORAL LEADERSHIP

10 The Moral Leader. . . . . . . . . . . . . . . . . 181

Performance Problems . . . . . . . . . . . . . . . . . . . . 195

Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196

CONTENTS ix

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11 Leading Large Organizations . . . . . . . . 197

The Fabric of Values . . . . . . . . . . . . . . . . . . . . . . 197

Is There Such a Thing as a Morally Intelligent Organization?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 199

The Morally Intelligent Organization— An Aerial View. . . . . . . . . . . . . . . . . . . . . . . . . . . 199

Morally Intelligent Policies . . . . . . . . . . . . . . . . . 201

The Principles That Matter Most . . . . . . . . . . . . 202

Cultivating Organizational Integrity . . . . . . . . . . 203

The Responsible Organization . . . . . . . . . . . . . . 204

The Compassionate Organization . . . . . . . . . . . . 213

The Forgiving Organization . . . . . . . . . . . . . . . . 215

Recruiting for Values . . . . . . . . . . . . . . . . . . . . . . 217

Reinforcing Values Starts at the Top . . . . . . . . . 218

The Power of Formal Rewards . . . . . . . . . . . . . . 219

Success Stories . . . . . . . . . . . . . . . . . . . . . . . . . . 221

Ideal Versus Real . . . . . . . . . . . . . . . . . . . . . . . . 221

Values and the Global Organization . . . . . . . . . . 222

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222

12 Moral Intelligence for the Entrepreneur . . . . . . . . . . . . . . . . . . . . 223

Moral Values in Small Organizations. . . . . . . . . . 228

Last Words About Business Start-Ups . . . . . . . . 242

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242

Epilogue Becoming a Global Moral Leader . . . . . . . . . . . . . . . . . . . . 243

Raising the Stakes . . . . . . . . . . . . . . . . . . . . . . . . 244

Watch Your Wake. . . . . . . . . . . . . . . . . . . . . . . . . 245

Give Back. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246

Create the Future . . . . . . . . . . . . . . . . . . . . . . . . 247

x CONTENTS

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A Global Business Opportunity . . . . . . . . . . . . . . 248

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250

Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250

A Strengthening Your Moral Skills . . . . . . 251

A Look in the Mirror . . . . . . . . . . . . . . . . . . . . . . 252

Using the MCI . . . . . . . . . . . . . . . . . . . . . . . . . . 252

The Right Frame of Mind for Completing the MCI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253

Scoring and Interpreting Your MCI . . . . . . . . . . 253

Prioritizing Your Moral Development Efforts. . . 254

The Road Less Traveled . . . . . . . . . . . . . . . . . . . 255

The 80/20 Rule . . . . . . . . . . . . . . . . . . . . . . . . . . 255

Your Moral Development Plan . . . . . . . . . . . . . . 256

Putting Your Moral Development Plan into Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258

Breaking Bad Habits . . . . . . . . . . . . . . . . . . . . . . 258

Reward Yourself for Positive Change . . . . . . . . . 259

Surround Yourself with Positive People . . . . . . . 259

Do I Really Need to Change? . . . . . . . . . . . . . . . 260

Books, Audio, and Video Media . . . . . . . . . . . . . 261

Workshops . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261

Personal Counseling . . . . . . . . . . . . . . . . . . . . . . 261

Executive Coaching . . . . . . . . . . . . . . . . . . . . . . 262

Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262

B Moral Competency Inventory (MCI) . . . 263

C Scoring the MCI . . . . . . . . . . . . . . . . . . 271

Moral Competencies Worksheet . . . . . . . . . . . . . 274

What Your Total MCI Score Means. . . . . . . . . . . 274

CONTENTS xi

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D Interpreting Your MCI Scores . . . . . . . 277

Total MCI Score (Alignment Score) . . . . . . . . . . 278

Highest and Lowest Competency Scores . . . . . . 279

Individual Item Scores . . . . . . . . . . . . . . . . . . . . 279

Reality Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . 280

Do Your Scores Matter? . . . . . . . . . . . . . . . . . . . 281

Now What? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282

Index . . . . . . . . . . . . . . . . . . . . . . . . . . 285

xii CONTENTS

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Foreword

xiii

I find the wisdom of poets useful in my life and work. With a few words, the right poem at the right time can speak with a clear voice and help us see things new in the world.

This poem by William Stafford provides us with a helpful place to return if we feel confused about a moral choice or challenge in the world.

“The Way It Is”

There’s a thread you follow. It goes among things that change. But it doesn’t change. People wonder about what you are pursuing. You have to explain about the thread. But it is hard for others to see. While you hold it you can’t get lost. Tragedies happen; people get hurt or die; and you suffer and get old. Nothing you do can stop time’s unfolding. You don’t ever let go of the thread.

—William Stafford

Moral Intelligence 2.0 provides us with the helpful guidance to choose and to follow the “thread” of our own moral compass.

Each day we face a series of “moral moments”—personal choice points. These are moments that require some decisions to serve others

Credit: William Stafford, “The Way It Is,” from The Way It Is: New and Selected Poems. Copyright (cr) 1998 by the Estate of William Stafford. Reprinted with the per- mission of Graywolf Press, Minneapolis, Minnesota, www.graywolfpress.org.

www.graywolfpress.org
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xiv MORAL INTELLIGENCE 2.0

or to be self-absorbed. We are likely, at times, to find ourselves in moral dilemmas. Each choice we make can feel as if we are either holding on to or letting go of our thread.

We find the purpose path through our own life by following our own moral compass, holding on to our thread. How do we do such a thing? How do we follow some invisible thread that runs through our life? How can we even know it exists?

One of the most helpful answers I can give is to simply read this book. It will help you look at the story of how your own life of moral intelligence has unfolded. It will help you see the thread that, perhaps invisible at the time, helped you choose whether to say yes or no, right or left.

The authors have set out to illuminate a very complex subject—that of the moral compass in us all. And I found their insights revealing. Chapter 2 “Born to Be Moral” is worth the price of the book. I found myself again and again reflecting on the story, “A visit to the nursery.” The notion of our inborn capacity of empathy struck a deep chord within me.

If we can trust that we are born “hardwired” to be moral, if we can trust that our hearts know how to recognize our thread, then this book will provide a blueprint, a manual of specifics to follow it.

What practices, what knowledge or resource do we turn to in order to find our way? First, as the authors show us, we begin by choosing to uncover and express our purpose. Next, we clearly define the distinction between “how” we make choices, and “why” we make them. How often have we allowed the how of our choices to overshadow why we made them?

Holding on to the thread, listening to your moral compass, may seem insignificant, but it is no small thing. It dramatically shifts the way we see, the way we choose, and the way we lead and live. It determines whether we lead a life of anxiety and stress or a spacious life of purpose and meaning. You don’t ever let go of the thread.

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Bottom-line thinking might now prevail, but the moral compass journey has deep roots. It also has deep resonance. One might say, in fact, that it’s not so much an idea whose time has come, as an idea that has always been with us—it’s just that we need to be reminded. I’m pleased that so many people’s lives have already been changed for the better through this reminder and I hope that the 2.0 edition will add to the number of those who are on the purpose path.

—Richard Leider

Bestselling author of The Power of Purpose and Repacking Your Bags

FOREWORD xv

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Foreword to Previous Edition Building a Better Culture

There are few issues with more significant impact on life in and out of organizations today than that of moral action. Crusades and jihads are moral righteousness taken to harmful and even evil extents—hurting others and demanding homogeneity of beliefs. The moral righteousness involved in trying to fix, save, or punish others has led to some of the most horrible episodes in human existence. Beyond the tragic loss of life, there is the subjugation of the human spirit. There is the loss of dreams and possibilities—the loss of spirit. Ironically, this travesty of moral imperialism comes at the same time as people worldwide are voicing the need for more spirituality and religion.

Most of us know right from wrong. In hundreds of studies of the characteristics that differentiate outstanding from average leaders from their less effective counterparts (both average and poor performers), integrity has never appeared to distinguish high performers. Is this evi- dence of a morally bankrupt system? No. It is that the moments of “out- tegrity” are so egregious and shocking that we become preoccupied with them. In the process, we miss the many tests of our morality and humanity that we face each day. For example, deciding how to promote a product or service is enacted in the context of one’s values and an organizational culture that encourages consistency with a set of shared beliefs and norms.

The essential challenge of moral intelligence is not knowing right from wrong, but doing versus knowing. There are people who are suf- fering from mental illness and a small percentage of the population that are psychopaths or sociopaths. All of these people may not “know” right

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from wrong. But most of us are not in that category. So why don’t we act appropriately more often? Most of us do—most of the time. Of the hundreds of decisions we make each day, most of us consider what is “right,” what will be better and help our community, organization, and fellow humans. But we don’t always agree on what is right.

Values and Operating Philosophy This is where values and philosophy come into play. Our values are based on beliefs and determine our attitudes. A value typically includes an evaluation (i.e., good or bad designation) of an object or subject. Sets of values form proscriptions and prescriptions (i.e., statements of what not to do and what to do) that guide our daily life. Values also affect how we interpret and perceive things and events around us. But decades of research on values have shown little correlation to behavior.1

To understand people’s actions, we have to look behind specific val- ues to uncover how an individual determines value. This can be called a person’s “operating philosophy.” Research into typical operating philosophies has resulted in a test that allows us to measure a person’s relative dominance among three different ways to determine the value of a act, a project, a decision, how to spend your time, and so forth.2

Our philosophy is the way we determine values.

For example, a consultant lists “family” as a dominant value, but still spends five days a week away from his wife and two children, trav- eling for his job. He says he’s enacting his value by providing enough money for his family’s needs. By contrast, a manufacturing manager who also lists “family” as his dominant value has turned down promo- tions so he can have dinner each night with his wife and children.

The difference between those two men might be in how aware they are of their true values, how aligned their actions are with those values, or in the way they interpret their values. Accordingly, they reveal deep differences in how each values people, organizations, and activities. Such differences may reflect disparate operating philosophies—the

FOREWORD TO PREVIOUS EDITION xvii

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most common of which are pragmatic, intellectual, and humanistic.3

And although no one philosophy is “better” than another, each drives people’s actions, thoughts, and feelings in distinctive ways.

The central theme of a pragmatic philosophy is a belief that useful- ness determines the worth of an idea, effort, person, or organization.4

People with this philosophy often measure things to assess their value, and believe that they’re largely responsible for the events of their lives. No surprise, then, that among the emotional intelligence competencies, pragmatics rank high in self-management. Unfortunately, their individ- ualistic orientation often—but not always—pulls them into using an individual contribution approach to management.

The central theme of an intellectual philosophy5 is the desire to understand people, things, and the world by constructing an image of how they work, thereby providing them some emotional security in pre- dicting the future. People with this philosophy rely on logic in making decisions, and assess the worth of something against an underlying “code” or set of guidelines that stress reason. People with this outlook rely heavily on cognitive competencies, sometimes to the exclusion of social competencies. You might hear someone with an intellectual philosophy say, for example: “If you have an elegant solution, others will believe it. No need to try to convince them about its merits.” They can use a visionary leadership style, if the vision describes a well- reasoned future.

The central theme of a humanistic philosophy is that close, per- sonal relationships give meaning to life.6 People with this philosophy are committed to human values; family and close friends are seen as more important than other relationships. They assess the worth of an activity in terms of how it affects their close relations. Similarly, loyalty is valued over mastery of a job or skill. Where a pragmatist’s philoso- phy might lead her to “sacrifice the few for the many,” a humanistic leader would view each person’s life as important, naturally cultivating the social awareness and relationship management competencies. Accordingly, they gravitate toward styles that emphasize interaction with others.

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Each one of us believes in these three value orientations (i.e., pragmatic value, intellectual value, and human value). But most of us will prioritize three value orientations differently at different stages in our lives.

The point is that we have to be more aware both of our values and how we value—our philosophy. We need to be sensitive to those who have different values and different philosophies if we are to live together and make the world a better place. And we need to be sensitive to such differences if we are to have adaptive, resilient, and innovative organizations. Diversity brings us innovation, but only if we are open to it and respect it.

In this book, Doug Lennick and Fred Kiel define moral intelligence as, “the mental capacity to determine how universal human principles should be applied to our values, goals, and actions.” They argue we are “hard wired” to be moral but often stray from the path. Within each of us are the values and basis for our moral compass. Each of us should pay attention to our moral compass often—more often than we do. Lennick and Kiel’s exploration of this topic could not have come at a more important time.

Cultural Relativism and Moral Horizons of Significance We are exposed to the vast differences in the world on the Internet, tel- evision, movies, and newspapers. We see it in our organizations and schools. We see it walking down the street of most cities of the world. Is every culture and subgroup within it assured that its values and phi- losophy are “OK” with the rest of us? Maybe not.

In his 1991 book, The Ethics of Authenticity, McGill University Professor and prominent philosopher, Charles Taylor, claimed that cul- tural relativism and postmodernism both violated basic ethical stan- dards.7 He claimed that cultural relativism (“everyone has their own morality based on their situation and culture”) taken to its ultimate con- clusion becomes moral anarchy. It breeds a form of egocentrism and

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selfishness. It suggests everyone is in their own world. Similar to the argument in Moral Intelligence, Taylor suggests that there are, among humans and society, “moral horizons of significance.” These are the universals that Lennick and Kiel propose are so crucial to organiza- tional success. We know it is wrong to kill another human. But we can be brought to that point by contingencies. Is it acceptable to kill some- one to defend your family? To get food for yourself? To take their shirt or sneakers because you like them and cannot afford to buy them? Because they annoy you? Because they have insulted your faith? Taylor’s concept is central to the application of the ideas in this book. How do we determine what exceptions to moral universals are justified and which show a lack of moral intelligence?

But this brings us back to whose values and philosophy are right or more right than the others? Without a high degree of moral intelligence, Lennick and Kiel illustrate in their book with marvelous and moving stories, we fall back into fighting to defend our own views as best—and imposing them on others.

In deconstructing the components of moral intelligence, Lennick and Kiel show us how four clusters of skills integrate to form this capability: integrity, responsibility, compassion and forgiveness, and emotions. They offer many ideas as to how we can use our moral intelligence to evoke moral intelligence in others. Their combined effect will be more effective organizations. Why? First, we will be proud of where we work and for what it stands. Therefore, we will feel more committed to the organization, its culture, and vision. Third, we will access and utilize more of our own talent (and that of others around us) because we are free from guilt and shame. And fourth, it is the right thing to do!

Believing and Belonging There is another crucial business impact from values, philosophy, and collective moral intelligence—they form the basis of our organizational vision, purpose, and culture. We want to believe in what we are doing.

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We want to feel that we are contributing and our work has some mean- ing. But looming labor pool demographics and skill shortages suggest that, as McKinsey and Company said, we are in a “war for talent.”8 This will become a battle for the hearts and minds (and even the spirit) of people your organization wishes to attract, keep, and motivate. Over the course of the next decades, an organization’s vision, sense of purpose, and culture will become even more significant recruitment differentia- tors to discerning job applicants.

Moral Intelligence In the following pages, you will be provoked into reflecting on your own beliefs and style of using them. You will be inspired by reading about effective executives with high moral intelligence. You will be ashamed and embarrassed reading about ineffective executives who do not seem to be able to spell moral intelligence, nonetheless, live it. The apparent simplicity of their argument and smoothness of their writing style should not be misunderstood. This material is deep and significant. The impact of moral intelligence is much more than the long-term success of your organization. It is the preservation of our civilization and species.

—Richard E. Boyatzis Coauthor of Primal Leadership January 31, 2005

Endnotes 1. Michael Hechter. “Values research in the social and behavioral sciences.” In

Michael Hechter, Lynn Nadel, and Richard E. Michod, (eds.). The Origin of Values. New York: Aldine de Gruyter, 1993.

2. Gordon W. Allport, P.E.Vernon, and Garnder Lindzey, Study of Values. Boston: Houghton Mifflin, 1960.; Chris Argyris and Don Schon, Theory in Practice Learning. San Francisco, CA: Jossey-Bass, 1982.; Clyde Kluckhohn. “Values and Value-Orientations in the Theory of Action.” In Talcott Parson and E.A. Shils, eds. Toward a General Theory of Action. Cambridge, MA: Harvard

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University Press, 1951. pp. 388-433.; Florence Kluckhohn and Fred Strodtbeck. Variations in Value Orientations. Evanston, IL: Row, Peterson & Co, 1961.; Milton Rokeach, The Nature of Human Values. New York: Free Press, 1973.; Shalom H. Schwartz, “Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries,” Advances in Experimental Social Psychology, volume 25. NY: Academic Press, 1992. pp. 1-65.; Michael Hechter, “Values Research in the Social and Behavioral Sciences,” In Michael Hechter, Lynn Nadel, and Richard.E. Michod, eds. The Origin of Values. New York: Aldine de Gruyter, 1993. pp. 1-28.

3. “Assessing Your Operating Philosophy: The Philosophical Orientation Questionnaire” measures the relative dominance of each of these three for the person. Richard E. Boyatzis, Angela J. Murphy, and Jane V. Wheeler, “Philosophy as a Missing Link Between Values and Behavior,” Psychological Reports, 86 (2000): pp. 47-64.

4. The Pragmatic Operating Philosophy emerged from “pragmatism” (as reflected in the works of John Dewey, William James, Charles Sanders Peirce, and Richard Rorty, ), “consequentialism” (as reflected in the works of C.D. Johnson, and P. Pettit), “instrumentalism” (as reflected in the works of John Dewey), and “utilitarianism” (as reflected in the works of Jeremy Bentham, and John Stuart Mill). See the Boyatzis, Murphy, and Wheeler article cited earlier for the full references.

5. The Intellectual Operating Philosophy emerged from “rationalism” (as reflected in the works of Rene Descartes, Gottfried Wilhelm Leibniz, Benedict de Spinoza), and the various philosophers claiming rationalism as their etiological root, such as Georg Wilhelm Friedrich Hegel and Jurgen Habermas, as well as the philosophical structuralists (Claude Levi-Strauss and Jean Piaget), and post- modernists (Friedrich Nietzsche). See the Boyatzis, Murphy, and Wheeler article cited earlier for the full references.

6. The Human Operating Philosophy emerged from “communitarianism” (W. F. Brundage), “hermeneutics” (Hans-Georg Gadamer), “humanism” (Francesco Petrarch and R.W. Sellars), and “collectivism” (R. Burlingame and W.H. Chamberlin).

7. Charles Taylor. The Ethics of Authenticity. Cambridge: Harvard University Press, 1991.

8. Elizabeth Chambers, Mark Foulon, Helen Hanfield-Jones, Steven Hankin, and Edward Michaels, III. The War for Talent. The Mckinsey Quarterly, #3, 1998.

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Acknowledgments

We wish to give a special thanks to Orlo Otteson, our original “cracker- jack” researcher who, over four years, helped us successfully tackle the mountainous job of reviewing the vast literature on this subject.

We wish to thank all our colleagues and friends who have been so important in helping us sharpen our thinking on moral intelligence. Just as important, they encouraged us to continue our research efforts when the word “moral” was not a word one easily used in public discourse.

These people also inspired us by their own demonstration on a day- to-day basis of what it means to live in alignment!

A partial list from Doug: Kay May, my office manager and friend for more than 30 years and now one of my business partners; John Wright, the best man at my wedding and my partner in launching my writing career more than 25 years ago with The Simple Genius (You); the CEOs I have been fortunate to work for and learn from—in order of their appearance, they include Harvey Golub, Jeff Stiefler, Dave Hubers, Jim Cracchiolo, and Ken Chenault; my colleagues at Lennick Aberman—Rick Aberman, Jim Choat, Jim Jensen, Kay May, Kris Petersen, Judy Skoglund, Ben Smith, Chuck Wachendorfer, Chris Ambrose, Ryan Goulart, Teresa Hanratty, Ray Kelly, Elaine Larson, Teresa Lombard, and Leela Rao; the talented team of senior executives I was privileged to lead at American Express Financial Advisors before changing roles in September 2000—Teresa Hanratty, Brian Heath, Jim Jensen, Marietta Johns, Steve Kumagai, Becky Roloff, Sam Samsel, Norm Weaver, and Mike Woodward; Steve Lennick, my cousin, friend, and confidant; Carol Lennick, my sister; Bob Day and Tom Turner, the two men who took a chance on me when I was eager to

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start my business life at the ripe old age of 21—they trained and devel- oped me; Roy Geer, Row Moriarty, Richard Leider, Larry Wilson, and Doug Baker Sr.—all five are mentors and friends for many years; and, very important, all the people I’ve had the opportunity to serve as either their leader or their follower or both.

A partial list from Fred: My partners Kelly Garramone, Richard Aldersea, Kim Merrill, and my other colleagues at KRW who have encouraged me on this journey: Randi Birk, Peg Howell, Nancy Bologna, Nikky Heidel, Cari Bixel, Heather Smallman, Mark Edwards, Donna Zajonc, Doug Bamford, Keith Taylor, Gayle Bunge, Heather Richetto-Rumley, Kathryn Williams, Glenn Schenenga, Tom Ferguson, and my close personal friends—Wayne and Joni Finnegan, Mark and Marsha Gorman, Keith and Kitty Baker, John Manz, Tom McMullen and the guys in my book club for 20 years, Dwight Cummins, Paul Harris, Bruce McManus, Michael Nation, Paul Brown, Ron Ellis, and Dave Strofferahn.

Finally, we wish to acknowledge each other, Esmond Harmsworth, and Jim Boyd. This book has been a labor of love, and we have loved laboring together.

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About the Authors

Doug Lennick

Doug’s career as an executive, a sales manager, and a developer of people is legendary. Today, in addition to his work as CEO and found- ing member of the Lennick Aberman Group, Doug continues to work directly with Jim Cracchiolo, CEO of Ameriprise Financial, formerly American Express Financial Advisors. Although no longer full time, Doug retains the title of EVP at Ameriprise Financial. As a senior advi- sor to Jim, Doug’s focus is on workforce culture and performance. As a leader, a coach, and a mentor, Doug has taught thousands how to be successful in both their personal and professional lives.

Doug is a graduate of the University of Minnesota, Morris, with a degree in business management.

In the early 1990s, Doug was one of two (the other being Jim Mitchell) senior managers at American Express responsible for cham- pioning, developing, and implementing the Emotional Competence training program that was recognized by the Consortium for Research on Emotional Intelligence in Organizations as a model program. Doug’s work and American Express’s Emotional Competence program were recognized in Daniel Goleman’s Working with Emotional Intelligence and in Educating People to Be Emotionally Intelligent, edited by Rueven Bar-On, J.G. Maree, and Maurice Jesse Elias, and in Tony Schwartz’ Fortune magazine article on the same topic. In The Power of Purpose, Richard Leider referred to Doug as the “spiritual leader” of the company.

Doug lives in Edina, Minnesota, with his wife, Beth Ann. Their youngest daughter, Joan, attends graduate school at St. Mary’s

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University in Minneapolis and has an undergraduate degree from Stonehill College in Easton, Massachusetts. Their oldest daughter, Mary, has an undergraduate degree from the University of Minnesota and is a graduate student at Augsburg College in Minneapolis. Doug’s son Alan is an actor and a manager/financial advisor for Ameriprise Financial and is