Article from The Business Times, 8 May 2012
COMMENTARY
Personal values - a biker shows the way
Our actions and decisions project perception of our firm's values
By PAUL HENG
Example worth emulating: Johnson & Johnson leaders have been living and practising their belief that their business decisions will always put the needs and well-being of the people they serve first
There are at least two things you would rather not experience when you are in a moving vehicle - hearing a "thud" sound and feeling the car jerk forward. I had both experiences sometime in the last quarter of 2011 when a young man riding a scrambler bike hit the right signal console of my car while we were travelling along the ECP.
My colleague who was driving the car signalled for the rider to filter to the left of the expressway so that we could examine the damage. I must say that, in hindsight, I was pleasantly surprised that he did so as prompted - he could have easily and conveniently sped off and there was absolutely nothing that we could do, short of chasing after him. Four-wheels versus two-wheels on an expressway choc-a-block with vehicles is a no-brainer - there is no way you can catch up with a biker, especially if it is ridden by a young lad.
There was a crack on the signal console - "Ah, somebody has to pay for this, and I am quite sure it is not going to be me", I was thinking. My colleague jotted down the young man's identity card and mobile numbers, and what he (the young man) did after that totally surprised me - second one for that afternoon. He walked over to the left side of the car where I was sitting and signalled to me to lower the window glass. He then apologised for his mistake - not once, but twice!
We got the signal console replaced - the cost was around S$600. A few weeks later when I returned from an overseas trip, we called the young man - let's just call him Yong - and told him he had to reimburse us for the replacement console. He explained that he does not have the financial means to do so, but requested that he pays us by instalments.
Of course, we said "Okay" - I mean Yong was a young man, and he was probably either still schooling or had just started his working career. So, we understand - I mean you must really be a jerk if you cannot be empathetic in such a situation.
A couple of days later, Yong came by the office to pass us the first instalment - S$68 - what an honest young fellow he is, I thought.
Alas, we never heard from him again after that. Calls to his mobile went unanswered. My conclusion then was: "There you go - too good to be true. Yong probably figured out that there was nothing we could do - there was no police report, no pictures were taken, and we would have absolutely no case against him."
I was proven wrong. Last week, Yong called the office. He had lost his mobile phone while overseas and he provided us his new mobile number, and also came by to pass us S$100 - the second instalment.
I was happy - not because I was slowly but surely getting my money back but because I had met a rather rare breed of a young man. I concluded that Yong's parents must have instilled in him the values of being responsible and honest, and to face the music when he makes a mistake - probably among other similarly positive values.
As business leaders, we have to be conscious that our actions and decisions project a certain perception of the values we bring to the company. Our colleagues are constantly looking at us as role models, and our clients are similarly evaluating us to understand our business values, and if they want to do business with us. It is imperative, therefore, that we know what values we want ourselves and our business to represent. Beginning with the end in mind is a wise and logical way to go.
Think about and decide on the values you own, and consciously behave in a manner that is consistent with those values, right from Day 1 of your business. If honesty and integrity are on your list, exhibit those values as a leader, and similarly display those same values in your business dealings.
Powerful beliefs
Failing to pay heed to this important aspect of leadership and business behaviours can make a difference between success, or not. Perceptions (of the wrong kind), once formed, are difficult to change. Hence, starting off on the right footing is good. And this applies whether you are an SME business owner or a leader on his/her team.
One of the core values that founder Robert Bosch subscribed to was his belief, "I would rather lose money than trust". To Bosch's (the company) leaders, they had to be an absolutely trustworthy employer and company - period. It must have worked for them - Bosch has been doing successful business for over 125 years!
Another example that comes to mind easily is Johnson & Johnson (J&J) - the New Jersey-based pharmaceutical and related-products multinational whose Credo has been in place for decades, and whose leaders have been living and practising their belief that their business decisions will always put the needs and well-being of the people they serve first.
When I started my company over 13 years ago, I did not have such simple yet powerful beliefs. Actually, come to think of it, I am not sure if the founders of Bosch and J&J began with knowing what core values they wanted their respective businesses to represent? Perhaps, like me, all they wanted to do was to make the business work for them.
Along the way, I became aware that I had consciously made business decisions that projected an image of trustworthiness and professionalism - I wanted my clients and potential clients to know that their needs will be well taken care of by my company - period. I also wanted us to be known in the community that we give back to the same society that we do business in.
I would not dare say that we have achieved these totally. What I am confident of saying, though, is that we have been behaving consistently all these years, and we will continue staying on that track. Yes sir, we surely know where we are going.
But it is sometimes not so "black or white" in the business world. We sometimes face "grey" situations - how do we then make decisions that continue to be consistent with our values? This is not an easy one - and, honestly, I do not have a "magic bullet" answer. My simple answer - evaluate the circumstances and implications of all the possible options you can go for - and make the "right" decision, always relying on your core values as your guiding light. The caveat I hasten to add is that the "right" decision may not be the best for your business.
Just like Yong, his decision to honour and pay for his mistake is costing him some money. However, I do believe that he is sleeping better at night, knowing that his values have guided him to make the right decision for himself.
Something else I would like to add on - do consider making your values known, both within and outside your company. I guess this is where some companies have a nicely made plaque that hangs proudly in the board room - articulating the company's values to both staff members and visitors. This will serve as a daily reminder to you, and your employees, and just like Robert Bosch, you would have somewhat insured the continued success of your business.
And as for Yong, I have decided that I will tell him that he can stop making the instalment payments when he is half way to the S$600 mark. It is my little gesture to acknowledge his honesty and sincerity, but more importantly to thank him for reminding me of the double-edged sword that is perception. The perception I have of scrambler bikers, before I met Yong - reckless, not-so-dependable, thrill-seekers, maybe even rascals. Now, I know otherwise - see what I mean by the power of perception?
I would not be totally surprised if he decides to decline my offer - for the simple reason that he owns the right to pay for his mistake. Whatever will be, will be. But for the record, Yong, your name is now added on to the list of people that I respect.
The writer is founder and executive coach of NeXT Corporate Coaching Services
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