Return on Integrity

The New Definition of ROI and Why Leaders Need to Know It

John G. Blumberg

• Publisher: Greenleaf Book Group Press
• Year: 2016
• Print ISBN: 9781626342620
• eBook ISBN: 9781626342637
• Topic: Business
• Subtopic: Leadership
• Index: Business

The New ROI

In Return on Integrity: The New Definition of ROI and Why Leaders Need to Know It, author John G. Blumberg asks CEOs and top leadership to dig deep, to discover the most untapped strategic resource available to you as a leader. It is an intriguing invitation to truly discover the core values you live by and, in turn, to engage an impactful set of core values for the organization you lead.

Core values have been featured in countless books over the last decade, but none has taken the search as deep or has focused on the intersection of leaders' personal values and those of your organization. At this intersection, Return on Integrity reveals the linchpin of leadership... and legacy. Through in-depth introspection and a continual renewal, you can lead your organization beyond profit to a more truthful and fulfilling bottom line.

Core values are not just a guide; they should be the basis of every decision and action in your organization. The new ROI is the value built between personal and organizational core values—a stronger organization built on a stronger base. The new ROI is also the return CEOs and your leadership team experience by living and leading with integrity.

Blumberg clearly demonstrates his commitment to personal and professional integrity and to helping CEOs achieve it. Sample worksheets and agendas guide your progress, as do links to numerous support resources on the author's website. Return on Integrity will inspire you to pick up your shovel and start digging deep.

Section 1:

Dilemma

Sometimes we’re blind to the truth. Yet, our blindness doesn’t change the truth. Our blindness simply has the potential to make us less than who we are. It puts us at a disadvantage. It diminishes our leadership.

I know what it’s like to experience blindness. Two separate experiences with detached retinas in both eyes left me temporarily blind. The difference during those periods of blindness was that I was fully aware of my condition. I couldn’t ignore it. In fact, in some ways, it brought its own blessings. I have often said to people, “When you are forced to keep both eyes closed for several days in a row, it’s amazing what you will see!” I wouldn’t wish that experience on anyone, but I’m convinced every leader’s eyes would be opened if they found themselves in a state of temporary physical blindness.

But what we’re talking about here is different. We are often unaware of our blindness to the truth. Sometimes we are blind to the truth because we simply don’t stop long enough to see it. Sometimes we are blinded because we intentionally refuse to face it. Some people refuse to see the truth because of fear, some because of intellectual arrogance, others because it may demand a change, and still others because it’s just more convenient that way. The specifics provided in this section aren’t designed to overwhelm you in order to prove a point. In fact, certain specifics may not initially ring 100 percent factually accurate for you. I have included each of these ideas for consideration because I believe they have a very direct implication on our ability to discover our values, to understand them, own them, and consistently live them. These ideas are here to challenge you to open your eyes and look at the truth and where you may have been blinded to it or avoided it. It will take a real sense of vulnerability to look at some, if not all, of them. These specifics are not meant to be a comprehensive list but are meant to inspire you to brainstorm and create your own list. They are offered simply as possible dilemmas that might be standing in your way when it comes to building value with core values for yourself and your organization. Great leaders are hardwired with the insight and the courage to see the truth and the ability to lead others through the changes that truth demands.

Like someone turning on the light after being in a dark room, you may first squint reflexively. Slowly but surely, you will be able to open your eyes all the way. Once your eyes are open, your mind and eventually your soul will follow. From there, an amazing plan can emerge. The truth doesn’t change, but it will change us.

1

Facing Realities

The most dangerous undermining of any great movement is to be blinded to the real obstacles as you begin.

The first reality of pursuing a high Return On Integrity is that achieving it is not going to be easy. If it were easy, you would see it happening as the norm rather than the exception. The second reality is composed of endless small and subtle forces you will discover that are unique to your own situation and that lurk as roadblocks, obstacles, pushback, or undermining. The third reality is the mass of common, larger forces that create a systemic impact on everyone, either directly or indirectly. I call them boulders. If we take on the third reality first, it will shine a light on all the other realities we will eventually face along the way.

Boulders

Sometimes the obstacles that stand in the way of strategically building value with core values are very large ones. Sometimes very subtle ones. Often in and of themselves they are not bad things. In some cases, they are very good things. In most cases, they are just neutral. Nonetheless, they are boulders that can create quite a dilemma. It’s only our blindness to their impact that creates a negative consequence.

[ Assumptions ]

The most subtle and dangerous boulder of all is assumptions! One of the greatest dilemmas we face when it comes to core values is, interestingly enough, the concept of core values itself. Intellectually, it is not a hard concept to grasp. It is not some sophisticated consultant methodology. But in today’s workplace filled with volumes of management techniques, the concept of building value with core values can seem almost overly simplistic. When I address an audience on the sole topic of core values, my biggest concern is that they will shut down within the first two to three minutes. Why? Because many are likely thinking Yeah, yeah, yeah, I know all about this core values stuff. I’ve heard about it so many times before. And you know what? They’re right! My question is, Do we really understand the concept?

The only approach to this dilemma is to take a second look every time we think we have already heard everything that can be said about it. In fact, the whole concept of building value with core values is unique precisely because you have to look at it again and again and again.

When it comes to core values, it is dangerous to assume almost anything, and we tend to leave a lot to assumption in this arena. We will discover just how much we do leave to assumption later on. But suffice it to say that for many, the most dangerous boulder we will face is the deceptively simple appearance of the concept of core values. The concept of core values is not designed to be an agenda item at your annual leaders retreat. It is the foundational design of your leadership. It doesn’t require a few hours of your time. It demands your full attention.

The concept of core values is the foundational design of your leadership. It doesn’t require a few hours of your time. It demands your full attention.

[ Technology ]

Great innovation can cause its own dilemmas. Technology is one of those innovations. The exponential acceleration in the development of technology has been stunning, to say the least. It is hard to believe that most of the technology that drives the infrastructure of any size organization today didn’t exist twenty-five years ago, and much of it didn’t exist even ten years ago. This includes personal computers, mobile devices, the Internet, websites, email—and now, exploding social media. What did exist was very primitive and highly limited.

The dilemma of technology is amazingly subtle. Technology always comes packaged as an enhancement, a leap forward in efficiency and productivity. And very often it is just that. Social media can create the opportunity for connections. It can open the door to new relationships, both near and incredibly far away.

But, by definition, what social media does is create a context for developing shallow connections. In many cases, the environment it promotes is one of purely transactional relationships. It can eventually train us to operate solely on a surface level, not only with others but with ourselves as well. A plethora of shallow connections, an endless deluge of quick sound bites, and an ever-accelerating pace can push us stealthily to live on the surface of relationships, thoughts, and feelings. It can also coerce us to live in a place increasingly distant from our core.

Technology can dehumanize almost any environment. While it can make processes more productive, it can also make them less human. This is true for transactions as well as for entire work environments. Technology does bring speed and expanded capacity. But over time it can also lead to increasing human isolation. Technology and machines do not have core values; only humans do. Humans bring heart and soul to the workplace. That is, until technology imperceptibly begins to alter the human condition.

There is no stopping technology, which is precisely why personal core values and the core values of communities of people who make up organizations will only become all the more important.

[ Measurements and Rewards ]

Many new developments in the world have a major impact on core values and challenge our abilities to authentically know and live those values. One of these new developments is the pervasive ability to measure—far, deep, and wide—very quickly. And often. Very often. The speed and reach of present-day technologies take our ability to measure to a whole different level.

From a management perspective, it has been said that you get what you measure. The majority of measurements are designed to deliver the “what” an organization wants or needs, and this is most often tied to production and productivity. This “what” might be sales goals, chargeable hours, prospect contacts, product output metrics, measurements of call time, numbers of transactions in a call center—or the bottom line itself. Most types of measurement operate this way, and taking such measurements would appear to be a good thing. They are designed to drive intended outcomes and inspire behavior—whether by motivation or by fear. They certainly engage their own version of accountability. But they can also drive unintended outcomes and consequences. Often these consequences are the result of measurements that induce behaviors in direct or indirect violation of specific stated or intended organizational core values.

Core values have to drive measurements. If they do not, measurements retain the ability to completely drive out the values of an organization. We generally assume that the behavior induced by measurements will be appropriate, but in fact, the pressures of achieving a continuously measured benchmark can often undermine appropriate behaviors. This can sometimes happen overnight, but it usually takes place over time.

While the focus of measurement is generally objective, the design often ignores the subjective. One of the great strengths of measurements that are well designed is their ability to highlight key information. Yet, the strong emphasis on measurements can isolate the “what” that is being achieved from the all-important “how” it is being achieved.

As the management philosophy of measurement evolved, it eventually zeroed in on the concept of dashboard measurement. Like measurements themselves, the dashboard can be powerful—or powerfully destructive.

The problem isn’t the measurement itself. The problem is the disconnect between values and measurement that arises when understanding, commitment, and engagement are not aligned with specific core values first. Values must steer the measurement process from the very beginning. Otherwise, intentional measurements will eventually create a strong set of unintentional organizational core values.

I do believe measurements are vitally important. You are more likely to achieve something if you establish a measure for it. The problem arises when you get unintended consequences that you don’t plan for. In the absence of a deep connection to core values, the “how” in which you achieve the measurement becomes fair game, and the consequences, intended or not, eventually become destructive.

Unfortunately, all too often executives fail to reconcile the systemic play between values and measurements in their measurement-driven organizations.

Measurements have not only become numerous and precise; they have also become immediate. This immediacy can be a huge benefit in terms of fine-tuning or making course-changing adjustments that can instantly prevent incremental losses or can open the door for reaping desired results.

But the immediacy of measurements can also cultivate a very shortterm mind-set, which can eventually nurture a very short-term culture. A short-term focus can produce disruptive, unproductive, and eventually disastrous results when its goal is to simply deliver a measurement or metric. It won’t usually appear that way in the moment. It most often only becomes apparent when it’s too late.

A short-term focus can be very healthy when it is consciously anchored in a deeply rooted set of core values and set in the context of a long-term strategy. It is even healthier when that connection is fully understood and embraced. Organizations can measure what seems like unlimited aspects of operations. But just because we can, doesn’t mean we should! Every measure, large or small, has the potential to impact an individual’s behavior, and therefore, eventually an organization’s culture. This can be good if the measurements are founded and grounded within core values—or tragic if they are not.

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Table of contents

• Cover Page
• Title
• Copyright
• Contents
• Opening Thoughts
• Overview
• Section 1: Dilemma
• Section 2: Definition
• Section 3: Destiny
• Closing Thoughts
• Acknowledgments
• Index
• About the Author