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<channel><title><![CDATA[Jean Fahmy - Blog]]></title><link><![CDATA[http://www.jeanfahmy.com/blog.html]]></link><description><![CDATA[Blog]]></description><pubDate>Mon, 25 Aug 2008 08:06:53 +0700</pubDate><generator>Weebly</generator><item><title><![CDATA[The 'why' behind developing a strategy]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy1.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy1.html#comments]]></comments><pubDate>Mon, 25 Aug 2008 07:38:06 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy1.html</guid><description><![CDATA[I've read some interesting quotes about strategy in the last months, prepping for the current strategy-focused position I have. The one that stuck with me was from Verne Harnish, CEO of Gazelles - a growth consulting company. It give an interesting view as to why we need solid strategy in a company."Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wake [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">I've read some interesting quotes about strategy in the last months, prepping for the current strategy-focused position I have. The one that stuck with me was from Verne Harnish, CEO of Gazelles - a growth consulting company. It give an interesting view as to why we need solid strategy in a company.<br /><br />"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...<br /><br />every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. <br /><br />It doesn't matter whether you are a lion or a gazelle...when the sun comes up, you'd better be running."<br /><br />Strategy tells you where to run to either eat or to not get eaten.<br /></p>]]></content:encoded></item><item><title><![CDATA[The 'why' behind developing a strategy]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy.html#comments]]></comments><pubDate>Mon, 25 Aug 2008 07:38:06 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/the-why-behind-developing-a-strategy.html</guid><description><![CDATA[I've read some interesting quotes about strategy in the last months, prepping for the current strategy-focused position I have. The one that stuck with me was from Verne Harnish, CEO of Gazelles - a growth consulting company. It give an interesting view as to why we need solid strategy in a company."Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...every morning a lion wake [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">I've read some interesting quotes about strategy in the last months, prepping for the current strategy-focused position I have. The one that stuck with me was from Verne Harnish, CEO of Gazelles - a growth consulting company. It give an interesting view as to why we need solid strategy in a company.<br /><br />"Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed...<br /><br />every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. <br /><br />It doesn't matter whether you are a lion or a gazelle...when the sun comes up, you'd better be running."<br /><br />Strategy tells you where to run to either eat or to not get eaten.<br /></p>]]></content:encoded></item><item><title><![CDATA[What really is 'Strategy' ?]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/what-really-is-strategy.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/what-really-is-strategy.html#comments]]></comments><pubDate>Fri, 22 Aug 2008 10:21:48 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/what-really-is-strategy.html</guid><description><![CDATA[Strategy.A word that means everything and nothing at the same time. It is overused so much, I feel it's lost all meaning. Since my current role at Transcontinental is one of 'Digital Strategies', it was was in my interest to come up with an easy, vulgarized, descriptive and rallying definition of the word.So, true to form, I read over 30 books, countless blogs and even more web pages on 'Strategy'. I was searching for that commo [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">Strategy.<br /><br />A word that means everything and nothing at the same time. It is overused so much, I feel it's lost all meaning. <br /><br />Since my current role at Transcontinental is one of 'Digital Strategies', it was was in my interest to come up with an easy, vulgarized, descriptive and rallying definition of the word.<br /><br />So, true to form, I read over 30 books, countless blogs and even more web pages on 'Strategy'. I was searching for that common thread that would help cement what the word 'strategy' could mean in an organization like the one I'm in.<br /><br />And finally I found it. Nothing groundbreaking, but the definition I formulated out of this process was one I could happily start promoting.<br /><br />Strategy answers two important questions : <br /><br />- What <span style="font-weight: bold;">CAN </span>you do ?<br /><br />- What <span style="font-weight: bold;">SHOULD </span>you do ?<br /><br />Now the key are the tools you will develop to answer those crucial questions. But that is for another blog... <br /></p>]]></content:encoded></item><item><title><![CDATA[The way of the Shepherd]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-way-of-the-shepherd.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-way-of-the-shepherd.html#comments]]></comments><pubDate>Thu, 14 Aug 2008 14:51:43 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/the-way-of-the-shepherd.html</guid><description><![CDATA[One leadership book which has had a profound influence on me was 'The Way of the Shepherd' by Kevin Leman. It describes how to be a leader by drawing parallels to keeping a flock of sheep. I know, it doesn't sound like there are parallels to make... but read on. Here are the principles from the book and the studied lives of shepherds. I think what really gets to me is that Shepherd Leadership promotes the notion that leaders are actually servants to their constitu [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">One leadership book which has had a profound influence on me was 'The Way of the Shepherd' by Kevin Leman. It describes how to be a leader by drawing parallels to keeping a flock of sheep. I know, it doesn't sound like there are parallels to make... but read on. Here are the principles from the book and the studied lives of shepherds. I think what really gets to me is that Shepherd Leadership promotes the notion that leaders are actually servants to their constituents. Now that's counter-intuitive....<br /><br />Enjoy, and may it bring out the shepherd leader in you.<br /><br />Know the condition of your flock<br />- Follow the status of your people as well as the status of the work<br />- Get to know your flock, one sheep at a time<br />- Engage your people on a regular basis<br />- Keep your eyes and ears open, question and follow through<br /><br />Discover the shape of your sheep<br />- Your choice of sheep can make flock management easier of harder<br />- Start with healthy sheep, or you'll inherit someone else's problem<br />- Know the SHAPE of your sheep to make sure they're in the right fold<br />-- <span style="font-weight: bold;">S</span>trengths<br />-- <span style="font-weight: bold;">H</span>eart<br />-- <span style="font-weight: bold;">A</span>ttitude<br />-- <span style="font-weight: bold;">P</span>ersonality<br />-- <span style="font-weight: bold;">E</span>xperiences<br /><br />Help your sheep identify with you<br />- Build trust with your followers by modeling authenticity, integrity, and compassion<br />- Set higher standards of performance<br />- Relentlessly communicate your values and sense of mission<br />- Define the cause for your people and tell them where they fit in<br />- Remember that great leadership isn't just professional; it's personal<br /><br />Make your pasture a safe place<br />- Keep your people well informed<br />- Infuse every position with importance<br />- Cull chronic instigators from the flock<br />- Regularly rotate the sheep to fresh pasture<br />- Reassure the sheep by staying visible<br />- Don't give problems time to fester<br /><br />The staff of direction<br />- Know where you're going, get out in front, and keep your flock on the move<br />- When directing, use persuasion rather than coercion<br />- Give your people freedom of movement, but make sure they know where the fence is. Don't confuse boundaries with bridles<br />When your people get in trouble, go and get them out<br />- Remind your people that failure isn't fatal<br /><br />The rod of correction<br />- Protect: stand in the gap and fight for your sheep<br />- Correct: approach discipline as a teaching opportunity<br />- Inspect: regularly inquire about your people's progress<br /><br />The heart of the shepherd<br />- Great leadership is a lifestyle, not a technique<br />- Every day you have to decide who's going to pay for your leadership - you or your people<br />- Most of all, have a heart for your sheep<br /></p>]]></content:encoded></item><item><title><![CDATA[The real definition of 'internal politics']]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-real-definition-of-internal-politics.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/the-real-definition-of-internal-politics.html#comments]]></comments><pubDate>Thu, 14 Aug 2008 14:39:46 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/the-real-definition-of-internal-politics.html</guid><description><![CDATA[Ahhh Internal politics. I had very little notion of what that was until I joined a big corporation. I had heard about it, but it sounded more like a rumour to me in my small-company-cocoon. For 11 years, the only politics I knew about were the ones I created in my businesses. All the behind-the-scenes action was either non-existent or well hidden from me. (I prefer to think there weren't any, but I'm not that na&iuml;ve...)And then I got a  [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">Ahhh Internal politics. <br /><br />I had very little notion of what that was until I joined a big corporation. I had heard about it, but it sounded more like a rumour to me in my small-company-cocoon. For 11 years, the only politics I knew about were the ones I created in my businesses. All the behind-the-scenes action was either non-existent or well hidden from me. (I prefer to think there weren't any, but I'm not that na&iuml;ve...)<br /><br />And then I got a bit of a baptism by fire and I was getting quite discouraged. <br /><br />Everything changed for me when Francois Olivier, the CEO of our company gave me his definition of what company politics are. He said: &lsquo;<span style="font-style: italic;">Jean, politics is a good thing if that means you are being polite and if you are delicately getting your point across on a sensitive subject. But, if a person is putting his own personal interests ahead of the company&rsquo;s interest, well, that is bad politics.</span>&rsquo;<br /><br />So here are my take-aways from my experience so-far.<br /><br />1. Think of the company first<br />I now often ask myself: who do I really work for? When I drive down the value chain, I realise I work for the Marcoux family and the TCL shareholders. So the decisions I take are now focused towards these stakeholders. You may say &lsquo;duh&rsquo; to the previous statement, but when you&rsquo;ve always worked as the entrepreneur, it&rsquo;s a revelation.<br /><br />2. Get buy-in, get buy-in, get buy-in<br />Major projects require many experts within the organization. Even if I am a project lead, I am still working with a team of significantly qualified individuals. Their continued involvement and buy-in ensures that the project will be successful&hellip; and it valorizes everyone&rsquo;s expertise.<br /><br />3. Watch out for the big 3<br />This three-headed monster kills projects, demotivates people, ruins internal processes, increases churn, increases useless expenses and decreases profits&hellip;<br /><br />- Personal egos<br />- Hidden agendas<br />- Keeping information for oneself<br /><br />4. Titles don't equal real influence<br />Nuff said.</p>]]></content:encoded></item><item><title><![CDATA[When is a project really finished ?]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/when-is-a-project-really-finished.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/when-is-a-project-really-finished.html#comments]]></comments><pubDate>Thu, 14 Aug 2008 14:07:17 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/when-is-a-project-really-finished.html</guid><description><![CDATA[&lsquo;Is the project finished?&rsquo;&lsquo;Almost&rsquo;This back and forth happens all too often in corporations today with horrendous results. 80 % of projects today never get completed adequately because we have too many &lsquo;almosts&rsquo;.From FGT, a boutique expert project management firm, comes a list of 8 Critical Success Factors (CSFs) for Project Management. These 8 answer the age-old question &lsquo;Is the project finis [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">&lsquo;Is the project finished?&rsquo;<br />&lsquo;Almost&rsquo;<br /><br />This back and forth happens all too often in corporations today with horrendous results. 80 % of projects today never get completed adequately because we have too many &lsquo;almosts&rsquo;.<br /><br />From FGT, a boutique expert project management firm, comes a list of 8 Critical Success Factors (CSFs) for Project Management. These 8 answer the age-old question &lsquo;Is the project finished?&rsquo; If you are able to say yes (objectively) to these 8, then pat yourself on the back, you&rsquo;ve delivered your project. These 8 also kill the all-too-often-mentioned answer &lsquo;I&rsquo;m almost finished the project&rsquo; - which still give me shivers.<br /><br />I&rsquo;ve used these 8 CSF everywhere, they&rsquo;re simple and they work.<br /><br />Has your project been delivered: <br />-&nbsp;&nbsp;&nbsp; on time<br />-&nbsp;&nbsp;&nbsp; on budget<br />-&nbsp;&nbsp;&nbsp; with the required specifications<br />-&nbsp;&nbsp;&nbsp; to the satisfaction of the team<br />-&nbsp;&nbsp;&nbsp; to the satisfaction of the leadership<br />-&nbsp;&nbsp;&nbsp; to the satisfaction of the client<br />-&nbsp;&nbsp;&nbsp; with an initial project justification<br />-&nbsp;&nbsp;&nbsp; with an ending project evaluation<br /><br />Now go and deliver.<br /><br />Disclaimer: FGT is my dad&rsquo;s project management company and can be found at www.fgt.com.<br /><br /></p>]]></content:encoded></item><item><title><![CDATA[Innovation in a big company]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/innovation-in-a-big-company.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/08/innovation-in-a-big-company.html#comments]]></comments><pubDate>Mon, 04 Aug 2008 13:38:54 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/08/innovation-in-a-big-company.html</guid><description><![CDATA[At my current employer, I have the lovely task of helping others innovate with their brands and their media mix. So I got to researching how big companies innovate. I knew of the '20% do-whatever-you-like' rule that 3M and Google use, but that didn't cut it here.And then I found W.L. Gore."Pound for pound, the most innovative company in America is W.L. Gore and Associates," according to Fast Company. They are known for its premier brand Gor [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">At my current employer, I have the lovely task of helping others innovate with their brands and their media mix. So I got to researching how big companies innovate. I knew of the '20% do-whatever-you-like' rule that 3M and Google use, but that didn't cut it here.<br /><br />And then I found W.L. Gore.<br /><br />"Pound for pound, the most innovative company in America is W.L. Gore and Associates," according to Fast Company. They are known for its premier brand Gore-Tex. They also innovate in the electronics, fabric and medical industries. <br /><br />How do they do it ? 5 key philosophies that dictate how the company is run:<br /><br />1. Small teams<br />With small groups, the company is able to respond and innovate quickly.<br /><br />2. No rank<br />Instead of a rigid chain of command, which can delay decision making, the company eliminated rank. All employees are equal.<br /><br />3. Everyone can lead<br />Without rank, it gives every employee the opportunity to be a leader.<br /><br />4. Take the long view<br />Great innovations can sometimes take years, not months. By recognizing this, the company does not demand immediate results for quarterly shareholder reports.<br /><br />5. Celebrate failures<br />Success requires failure. By celebrating failure, the company encourages employees to test every new idea because you never know which one will be a runaway success.<br /><br />Lots of food for thought. And don't worry, I understand the need to frame these five chaotic suggestions in a controlled environment...<br /></p>]]></content:encoded></item><item><title><![CDATA[My name is Jean and...]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/my-name-is-jean-and.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/my-name-is-jean-and.html#comments]]></comments><pubDate>Wed, 30 Jul 2008 16:09:00 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/07/my-name-is-jean-and.html</guid><description><![CDATA[ elgar_-_pomp_and_circumstance.mp3 [...] ]]></description><content:encoded><![CDATA[<div ><a href="/uploads/2/4/5/5/245560/elgar_-_pomp_and_circumstance.mp3"><img src="http://www.weebly.com/weebly/images/file_icons/wav.png" style="float: left; position: relative; left: 0px; top: 0px; margin-bottom: 15px; margin-left: 15px; margin-right: 15px; border: 0;" /></a><div style="float: left; width: 200px; text-align: left; position: relative;"><table style="font-size: 12px; font-family: tahoma; line-height: .9;"><tr><td colspan="2"><b> elgar_-_pomp_and_circumstance.mp3</b></td></tr><tr><td>File Size:  </td><td>3581 kb</td></tr><tr><td>File Type:  </td><td> mp3</td></tr></table><a href="/uploads/2/4/5/5/245560/elgar_-_pomp_and_circumstance.mp3" style="font-weight: bold;">Download File</a></div><hr style="clear: both; width: 100%; visibility: hidden"></hr></div><p  style=" text-align: left; ">I was involved with a wonderful leadership event organized by our Governor General four years ago and again this year. In 2004, I gave a speech to&nbsp;Her Excellence&nbsp;about what I had learnt. I loved delivering it and she later told me she loved it too. <br /><br />You have to read it with the Pomp and Circumstance song playing and picture me with a bright red flowing Canadian flag behind me. Clich&eacute; ? Maybe, but I loved doing it. <br /><br /> Enjoy.<br />---<br />AS CANADIANS : <br /><br />We are quick to listen, but slow to speak<br />We would rather be peace keepers than war mongerers<br />We don't want to walk the path of criticism to generalization to stereotype to prejudice to hate<br />We don't dwell on differences that end up dividing us but on our commonalities that unite us<br />We choose to love and honor our differences <br /><br />And it makes us feel good to empower others to be great<br />&nbsp;<br />WE BELIEVE: <br /><br /> That problems start once we stop communicating<br />That leadership starts with follower-ship<br />That there is power in silence<br />That indifference is the real weapon of mass destruction<br />That 90% of us agree on 90% of everything and yet spend 90% of our time arguing over the 10% we don&rsquo;t agree on<br />That true leaders are defined by the measure of their passion<br />And that the Measure of a person is based on their heart and nothing else<br /><br />We believe in Being - becoming - and belonging<br />And that Anger is never without a reason, but seldom with a good one.<br />&nbsp;<br />WE SAW IN OUR SOCIETY :<br /><br />That it takes villages to build this great country<br />That Front line grassroots workers are the foundation of any initiative<br />That we value unions and corporations the same<br />That there are bad apples everywhere but we're glad there are more good apples than bad<br />That socialism and capitalism can work together in mutual harmony<br /><br /><br /> That anyone who is too adamant to further their cause without listening first , does their cause a great disservice<br />That youth is more important than adult ego<br />That we respect our elders and honor their experiences with dignity<br />That we can have the elderly serve breakfast to kids or kids serve the elderly<br />That we appreciate the sacrifice of our men and women in blue and those on the front lines<br />That we respect our outdoors, we conserve, and we see that diversity started and is perfected in nature<br /><br />That right makes might and not might makes right<br />That crime is not just about breaking the law, but breaking the relationships in society<br />That I can disagree with all I got about what you say, but I'll fight to the death for you're right to say it<br /><br />That all is one and one is none<br /><br />CANADA IS THE ONLY PLACE <br /><br />Where you'll see a rabbi in a mosque<br />Where politicians can speak from the heart without shame<br />Where people are sometimes way too nice<br />Where the trademark is diversity and the inclusion of all groups <br />Where we can dress up for winter and show skin in the summer and be gorgeous both times<br />Where it&rsquo;s not just clean, simple and beautiful, but above all, it is humane<br />Where Her Excellency has a dashing portrait of her young self in the Library and National Archives<br />----<br /><br />There is no 'I' in<br />team<br />excellence<br />future<br />peace<br />joy<br />love<br />acceptance<br />tolerance<br />hard work<br />AND harmony<br /><br />But there are way too many 'I' s in<br />prejudice<br />bias<br />discrimination<br />intolerance<br />ableism<br />racism<br />sexism<br />AND agism<br />&nbsp;<br />AND FINALLY<br />It is in the differences where we find our beauty<br />&hellip; <br /><br />MY NAME IS JEAN FAHMY AND I AM CANADIAN<br /><br /><br /></p>]]></content:encoded></item><item><title><![CDATA[Management by POLPOP]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/management-by-polpop.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/management-by-polpop.html#comments]]></comments><pubDate>Thu, 03 Jul 2008 15:57:35 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/07/management-by-polpop.html</guid><description><![CDATA[I was sitting with a colleague during lunch and we were talking about how many leadership decisions are taken today to avoid bad press from the people they are taking decisions for. It's as if (sometimes) the fear of reaction dictates the decision that will be taken. Politics, business, etc., the examples abound of people in power who take the POLPOP instead of the right decision. Ok, so we invented a new acronym... and I invite you to find [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">I was sitting with a colleague during lunch and we were talking about how many leadership decisions are taken today to avoid bad press from the people they are taking decisions for. <br /><br />It's as if (sometimes) the fear of reaction dictates the decision that will be taken. Politics, business, etc., the examples abound of people in power who take the POLPOP instead of the right decision. <br /><br />Ok, so we invented a new acronym... and I invite you to find the examples around you and identify the POLPOPs. What is it, you ask ?<br /><br /><span style="font-weight: bold;">P</span>ath <span style="font-weight: bold;">O</span>f <span style="font-weight: bold;">L</span>east <span style="font-weight: bold;">P</span>issed <span style="font-weight: bold;">O</span>ff <span style="font-weight: bold;">P</span>eople<br /><br />So here's the introspection part: how many decisions do you take that are based on POLPOP and not the right decision ?<br /></p>]]></content:encoded></item><item><title><![CDATA[An ode to true ethics]]></title><link><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/an-ode-to-true-ethics.html]]></link><comments><![CDATA[http://www.jeanfahmy.com/1/post/2008/07/an-ode-to-true-ethics.html#comments]]></comments><pubDate>Thu, 03 Jul 2008 15:50:52 +0700</pubDate><category><![CDATA[Uncategorized]]></category><guid isPermaLink="false">http://www.jeanfahmy.com/1/post/2008/07/an-ode-to-true-ethics.html</guid><description><![CDATA[An organization I am a member of (EO) asked members to write about Business Ethics for an upcoming issue. It got me thinking about the importance and the definition of true ethics.Ethics. its not a departmentits not a business functionits not what you do, its who you areits based on your value systemit permeates every decision you makeit determines your  [...] ]]></description><content:encoded><![CDATA[<p  style=" text-align: left; ">An organization I am a member of (EO) asked members to write about Business Ethics for an upcoming issue. It got me thinking about the importance and the definition of true ethics.<br /><br />Ethics. <br /><br />its not a department<br />its not a business function<br />its not what you do, <br /><br /><span style="font-weight: bold;">its who you are</span><br />its based on your value system<br /><br />it permeates every decision you make<br />it determines your tolerance level to everything around you<br />it determines what kind of people you deal with, you hire, you fire, you surround yourself with<br />it determines if money is the end or the means to another end<br /><br />its your litmus test<br />its your barometer<br />its your scales of justice<br /><br />its <span style="font-weight: bold;">integrity</span><br /><span style="font-style: italic;">and its the most important asset you'll ever have.</span><br /></p>]]></content:encoded></item></channel></rss>
