建立一個值得信任的事業

在過去類似的調查中，回應的人都以「經濟上的表現」、「有品質的產品」來當作影響他們信賴該企業領導人的重要指標。但因全球性的經濟崩盤，這些指標的重要性已經戲劇性的滑落。根據Edelman機構的報告，現今最重要的議題之一，包括了這些領導人是否有「透明以及誠實的作為」以及「能成為值得信賴的夥伴」。

看起來，現在很多人明白了，企業僅有傑出的經濟表現並不一定反應出它是可靠的。換句話說，如果你不能信賴那些看起來令人驚訝的財務數字，那些數字又有甚麼意義呢?

很顯然的，近年來很多企業部門和專業領域的誠信度都遭到很大的衝擊。我們很多人都問過這個問題:「你能相信誰?」，但是令人難過的是沒有人可以回答這個問題。從政府的首長、知名的企業執行長到新興的企業家，正直和誠實似乎是越來越稀少的特質。

也許來看一下聖經中經典的例子，對於了解一個真正的領導者應有的作為會有幫助。我建議可以考慮成為像是舊約中先知但以理的領導者。

在但以理書6章4節那裡寫著：「那時，總長和總督尋找但以理誤國的把柄，為要參他；只是找不著他的錯誤過失，因他忠心辦事，毫無錯誤過失。」當時的情況是，但以理已高升成為古巴比倫的一個重要的領導者，這讓他的對手很苦惱。他們於是決定要削減他越漸增加的權柄和威望，最好方法就是使他的行為遭到懷疑。

但是這些敵人，儘管費了很大的力氣，卻輸得一塌糊塗，無法挑戰但以理的正直。隨後就想使他身陷危險，但最終仍是無效。而當他們錯誤的指控被駁斥之後，指控者被處死，但以理卻被賦予更重要的職權，僅在大流士王之下。

即便但以理面對那樣艱難的環境，但他卻是不妥協，仍然堅持他個人的道德操守。也因為面對指控和定罪，他謹守真理，最後得到了豐厚的回報。

我會建議，要建立並維持一個強健的企業名聲的領導者和團隊，學習但以理，決心成為值得信賴的、有智慧的、無可挑剔的誠實。如同我們在舊約其他篇所讀到的：「正直人的純正必引導自己；奸詐人的乖僻必毀滅自己。」(箴言11章3節)

In similar surveys in the past, respondents had pointed to "financial performance" and "quality products" as some of the most important attributes that influence their trust in those leaders. Since the worldwide economic collapse, however, the significance of those factors has fallen dramatically. The key issues, the Edelman researchers report, now include "transparent and honest practices" and "being a company I can trust."

It appears that many people now realize just because a business can demonstrate outstanding financial performance, this does not necessarily reflect on its dependability. In other words, if you cannot trust the people producing impressive fiscal numbers, what difference does it make?

Obviously, in recent years the credibility of many sectors of the business and professional world has taken a major hit. “Who can you trust?” is a question many of us have asked, and sadly that question has not always been easy to answer. From the top leaders in government to celebrated corporate executives to rising entrepreneurs, integrity and honesty seem to have become qualities found only in diminishing supply.

Perhaps it might be helpful to look to an old book, the Bible, for a classic example of how a true leader should act. I would propose that we to consider becoming leaders much like the prophet Daniel, whose life is described well in the Old Testament.

In Daniel 6:4 it is written about him, "They could find no corruption in him, because he was trustworthy and neither corrupt nor negligent." The situation here was that Daniel had risen to become a prominent leader in ancient Babylon, much to the chagrin of his rivals. They had determined the best way to undermine his increasing authority and prestige was to discredit his actions.

These opponents, despite great effort, failed miserably in challenging Daniel”s integrity, and subsequent efforts to place him in jeopardy ultimately led to their own undoing. When their false allegations were disproved, the same accusers were executed while Daniel was entrusted with even more important duties under King Darius.

Given the adverse circumstances he faced, Daniel could hardly have been blamed for compromising his personal ethics, but he held true to his convictions and as a result was richly rewarded.

I would suggest that if you desire to build – and sustain – a strong corporate reputation, you and your team would be wise to become people like Daniel, proving your determination to be trustworthy, diligent, and impeccably honest. As we read in another Old Testament book, “The integrity of the upright guides them, but the unfaithful are destroyed by their duplicity” (Proverbs 11:3)

Copyright 2011, Integrity Resource Center, Inc. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more about Integrity Resource Center or to sign up for Rick”s daily Integrity Moments, visit www.integrityresource.org.

Reflection/Discussion Questions