Articles by

Strengthening Values Centered Leadership

Dr. Charles Kerns writes about the creation of an ethical culture in business and the important role of managers in the creation of this culture.

2004 Volume 7 Issue 2 - By

Why Good Leaders Do Bad Things

In making ethical decisions, let virtuous values guide your judgments and beware of the mental games that can undermine ethical decision making.

2003 Volume 6 Issue 4 - By

Creating and Sustaining an Ethical Workplace Culture

Values drive behavior and therefore need to be consciously stated, but they also need to be affirmed by actions.

2003 Volume 6 Issue 3 - By

Managerial Leadership at Twelve O’Clock

The Linkage Research Model can mean the difference between floundering and knowing how to drive business results.

2002 Volume 5 Issue 3 - By

Putting Spirituality to Work

A leader’s life purpose needs to be aligned with a personally meaningful set of virtuous character qualities that serve as anchors in challenging times.

2002 Volume 5 Issue 1 - By

Conversation with Reid Plastics’ Joe Rokus

An interview with Joe Rokus, Chairman and CEO of Reid Plastics, who has been consciously considering how his spiritual life intersects with his business life.

2002 Volume 5 Issue 1 - By

Serving Each Other on the Inside

To improve internal customer service, managers need to measure, give feedback, and continuously improve upon how employees serve each other.

2000 Volume 3 Issue 2 - By

Preserve and Strengthen a Business Partnership

Improve a business alliance by identifying the benefits, responsibilities, and interests of partners.

1999 Volume 2 Issue 4 - By

Maximize Business Achievement

Does your organization have performance-based goals and rewards in place for every member?

1999 Volume 2 Issue 2 - By

The Power of Performance Profiling

Improve evaluation and hiring practices by emphasizing results. Click here for a Performance Profile Worksheet. Activity without direction or purpose is simply motion. No more. No less. Traditional job descriptions focus on activity. It is far better to throw out your activity-based job descriptions and replace them with performance profiles that focus on results – [...]

2001 Volume 4 Issue 1 - By