happened when I stood at a traffic signal when everybody was breaking it or

Happened when i stood at a traffic signal when

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happened, when I stood at a traffic signal when everybody was breaking it or when I made the effort to leave a public toilet clean, it was reinforcing in my own mind the concept of pristine honesty. I did this for a year or so, after which the next step I took was to build it into my daily reflection in the evening on my way back in the car. Every evening, along with the question ‘What could I have done better?’ I would reflect on whether there were any instances where I practised majority honesty that day. That reflection would make me realize some uncomfortable things. E.g. in the workplace, one of the most practised forms of majority honesty is when the boss does something wrong and nobody confronts him or her with it. People know the boss has done wrong, people know the right thing in the interest of the company is to point it out, yet the majority honesty approach is that when nobody else is doing it, why should I stick my neck out and point it out? I struggled with this one. My pristine honesty always told me, Mouli, every time you find something wrong being done by people senior to you, you need to have the courage to point it out with good intent for improvement, not fault-finding. I did it more often than most people. Yet, sometimes, it was difficult to implement, and I would lapse to majority
honesty. I am just giving this as an example to demonstrate how improvement in values is not easy to accomplish. It is quite complex and it needs working at it in a sustained way. My learning is that there are three stages to values improvement: 1. The first stage is sensitivity—facing what you are doing well in that value and what you are doing poorly. Creating self-awareness of how you fare at the lodestar standard of that value is the very starting point of improving it. 2. The second stage is practice—forcing yourself to practise the right values behaviour. Choosing a few clear practice areas and being extremely disciplined in practising these will help build the consciousness of the lodestar standard in you. 3. The third stage is embedding it into the person you are—the stage where the practice no longer requires conscious effort but gets integrated into who you are. Values are among the most difficult things to be good at, and to be at a lodestar level is challenging, to say the least. It is easier to be a smart chemical engineer than to practise pristine honesty. It is easier to be a marketing genius than it is to be truly humble. Values improvement to a lodestar level has to be catalysed by you through an improvement plan. It will not happen by itself. Unleash the Catalyst 1. The bulk of the corporate culture on values is to restrict the occurrence of a breach. I, however, believe there is an upside to superior values for long-term success. For that, it is essential to change the coding of your understanding on values, from one that says limit the downside to one that says leverage the upside.

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