¶ … Leader
I went into commercial real estate in New York City in order to take over for my father's company, which is what he had always wanted and encouraged me to do. From the beginning, I was challenged in various ways -- often pulled between work and family as I tried to build the Winick Realty Group that my father had founded and carry on the labor of love that he had initiated. For me, however, I often wondered whether this same labor was a passion of mine or whether I was simply in it because it was indeed the "family" business. In spite of these obstacles and doubts, I helped to expand Winick Realty into new sectors, including landlord and building ownership, as well as opening offices in Miami and Los Angeles. I discovered that I was good at my job and was, in a sense, a "chip off the old block." At the same time the work did not resonate with me when I contemplated the bigger picture and the purpose of life. I wanted to do something more meaningful -- something for people and for communities: something not money-driven and business-oriented.
In this way I also discovered my inner sense of corporate social responsibility. Being in a position where I could affect lives had always attracted me and from a young age I had engaged in volunteer and missionary work. This desire, I can see now, was rooted in what the Master said in The Analects of Confucius: "The mind of the superior man is conversant with righteousness; the mind of the mean man is conversant with gain."[footnoteRef:1] While "gain" was obviously important to me and my family, "righteousness" was equally as important -- if not more so -- to me. I valued the idea of giving back to people less fortunate than I. Thus from a young age I began a very satisfying relationship with Operation Smile -- an international charity engaged in helping to provide surgical care for children born with cleft lip/palate. [1: Confucius, The Analects of Confucius. Internet Archive, Book 4 -- Le Jin.]
Through Operation Smile, I founded a gala event and stat on gala committees for a number of years, participated in missions to Vietnam and Bolivia, managed to raise for the charity more than half a million dollars before I graduated high school, and became very close with Operation Smile's founders Bill and Kathy McGee. As I grew older and took over the family business, the most important challenge that I was cognizant of facing was how to take the skill set I had acquired through working in commercial real estate and use it to do more good in the world.
In this way, what motivated my career was not so much the "gain" as the thought of doing something "righteous" through what the career had given me. I had a family, worked hard and valued hard work. Keeping both feet on the ground while maintaining modesty and humility in spite of the success I had was very important in cultivating the right attitude towards life. I did not simply want to emulate the "well to do" -- I wanted to "emulate the man of substance and honor" as Socrates notes in the Gorgias.[footnoteRef:2] This is the foundation of the legacy of responsible leadership that I have always wanted to leave behind: leadership that is based on helping others -- not on simply "getting ahead" all for oneself. [2: Socrates, Gorgias, Internet Archive. Web. 18 Dec 2015.]
Thus my philosophy has been that there is more to success than the accumulation of money -- that real success comes from using your knowledge and skills to better the lives of others and to contribute in positive ways to the community. Being good in business has, of course, allowed me to contribute in many ways to the world around me -- and for that I am thankful.
Those closest to me have learned that life is about making a difference -- about making the world a better place. Those in a position of authority, as I am in my business, have a responsibility to practice ethical guidance not just in the workplace but also in the community. Casual acquaintances also observed this about me just through noticing my daily activities and how I am consistent in my approach to all people -- fair, honest, empathetic, and clear. My aspiration has always been to be seen as such as...
At NIB (National Irish Bank), the unethical behavior of employees according to Knights and O'Leary (2005) was at no time suppressed. Leaders in this case according to the authors were largely concerned with profit maximization. This is a clear indication that when leaders fail to mould subordinates, the consequences could be dire. Indeed, a report issued by the inspector general with regard to the scandal at the institution revealed that
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Also, virtue ethics must ensure that the leader acts in the best interest of those who he represents, works with, and works for. However, this does not suffice in order to implement an effective leadership style. In addition to this, the leader must be surrounded by individuals with similar ethical behavior. This would help the leader to achieve ethical responsibilities. Also, it would make it easier to observe any unethical conduct
Individual Development: This activity contains the following subtasks: The individual personality, skills, strengths, needs, aim and fears of the team members are acknowledge; The individual plans, problems, and challenges are provided assistance and support; Individual responsibilities and objectives are identified and agreed upon; Recognition and praise is given to individuals for acknowledgement of their effort and good work; Individuals taking on extra responsibility, or receiving advancement is rewarded; Individual team members are trained and developed; and Individual
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Ethics for Non-Profits Introduction century ago, corporate social responsibility was an idea whose time had not yet come, and companies were free to treat their employees as badly as they could get away with and cause nearly unregulated environmental damage. Profits were considered the only measure of how good a company was, and higher profits were often derived from unethical treatment of workers and resources. Such an attitude today is no longer
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