of glass in our lobby and try to live them while we work. These express in a succinct way the values I believe good leadership must exercise in order to grant employees the power they ought to have. The company philosophy is summed up in these four values: • Regard for Human Life • Mutual Trust • Co-Prosperity • Co-Existence Of these four values, regard for hu-
man life is primary, and it is explained and amplifi ed by the succeeding three items. We must recognize that human life is worth regarding and worth valuing in and of itself, not simply for what it
can do for us. We regard human life when we care for safety and the environment in which our people work and where our community derives its air and water. Mutual trust means the
dignity I afford another human being is commu- nicated by my trust—my placement of trust in others and my own trustworthi- ness. As a leader, I must be faithful. I must be able to be trusted by those I would lead. But my employees must understand that I must trust them. No
You will never buy an employee’s loyalty; you can only earn it by creating a place where he or she belongs.
supervisor or manager can check all employee work. I must believe their commitment to a “fair day’s work for a fair day’s pay.” This trust is a measure of respect. I
Empower your people. Grant them the right to speak up, to contribute knowledgeably to your organization and to do what is right and good.
cannot trust one I do not respect and I cannot respect one I do not trust. We must respect the people we hire and entrust them with the power to do good work and pull for the company as a whole. Co-prosperity should not be reduced
to meaning “a win-win relationship.” Yes, we must be committed to rela- tionships where both parties benefi t. But it must be considered in the long term and appreciate more than only
MODERN CASTING / November 2010
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