{"id":19552,"date":"2019-04-09T08:30:55","date_gmt":"2019-04-09T13:30:55","guid":{"rendered":"https:\/\/archivegl.unlabbeta.com\/?p=19552"},"modified":"2019-04-09T08:30:55","modified_gmt":"2019-04-09T13:30:55","slug":"is-there-shame-in-being-an-fn-do-gooder","status":"publish","type":"post","link":"https:\/\/goodleadership.com\/is-there-shame-in-being-an-fn-do-gooder\/","title":{"rendered":"Is there shame in being an F’n Do-Gooder?"},"content":{"rendered":"
\"\"
Our signature book launched in November, and it’s been a joy ever since. But it didn’t start out smoothly…<\/figcaption><\/figure>\n

It’s been 5 months since Paul Hillen and I launched the How Goodness Pays<\/strong><\/em><\/a> book. It wasn’t easy in any way, shape, or form. It took two years to get the funding, and three years to research and write a credible book. And since the book launch he and I have been traveling east and west talking about the joys and tribulations of tackling the subject of “goodness” in business. Here’s how my journey started, as written in Chapter 1:<\/p>\n

It was an email that hardened my resolve to prove how goodness pays. The subject line simply said: \u201cCOMMENT.\u201d<\/p>\n

The body of the email: \u201cWhat are you an F\u2019n Do-Gooder?\u201d<\/strong><\/em> \u2013 that\u2019s all.<\/p>\n

\"\"
So, how does it feel to be an F’n Do-Gooder?<\/figcaption><\/figure>\n

Because the sender\u2019s name was unfamiliar, I replied back and asked, \u201cWhat do you mean?\u201d<\/em> All that came back was an AOL bounce-back message \u2013 a dead end. The hollow exchange sparked a self-talk debate inside my head:<\/p>\n

\u201cAm I an F\u2019n Do-Gooder? <\/em>Probably. Why does it feel weird to say?<\/em><\/p>\n

If I’m not, then why not? Is that a good thing, or a bad thing?<\/em><\/p>\n

If I\u2019m not an F\u2019n Do-Gooder, then what does that make me, an F\u2019n Do-Badder? That just sounds bad.\u201d <\/em><\/p>\n

Goodness grows, and goodness pays<\/strong><\/p>\n

That was nine years ago. Since then, we have built a thriving leadership development business through coaching<\/a>, writing<\/a>, and speaking<\/a> about how goodness pays for our clients.\u00a0 The word \u201cgoodness,\u201d applied to leadership, creates a polarizing response in most people \u2013 hardly anyone is neutral on this term. Skeptics like Paul Hillen<\/a>, at first dismiss the concept of goodness in leadership as too soft, weak, or religious. But the vast majority of successful leaders endorse goodness as a motivator for their ongoing business success. They just may not call it goodness, or even realize they are doing it.<\/p>\n

\"\"
The message is spreading through keynotes, workshops, and coaching engagements by Paul Hillen (left), me, and our coaches.<\/figcaption><\/figure>\n

Definition of Goodness:\u00a0 <\/strong>Goodness in business is when people thrive together through a culture of encouragement, accountability, and positive teamwork.<\/em>\u00a0 <\/strong>Goodness is an others-focused approach that creates and sustains business momentum, even in uncertain or difficult business environments.<\/p>\n

So, the book is an unapologetic statement, supported by data, to show how <\/em>goodness pays in business.<\/p>\n

\u00a0<\/strong>Making the Case: How Does Goodness Pay?<\/strong><\/p>\n

For more than eight years, my firm has been collecting input from leaders in a variety of forums \u2013 meetings, retreats, and conventions \u2013 about goodness as a catalyst for business success. What have we learned? Four out of five <\/em>leaders surveyed through audience response technology say they believe goodness pays in leadership and business. And yet only two out of five <\/em>of those same leaders are happy with the consistency of their financial results. The book, How Goodness Pays<\/em>, closes that gap by specifically teaching those who believe goodness pays how to achieve consistently positive financial results<\/em><\/strong> following goodness practices.<\/p>\n

\"\"
How Goodness Pays<\/em> helps leaders work on their leadership approach to improve business results.<\/figcaption><\/figure>\n

In short, we identified Five Goodness Pays Factors. In other words, leaders who radiate goodness and create consistently positive financial growth have these five things alive in their organizations:<\/p>\n

    \n
  1. A compelling plan<\/strong> that energizes employees<\/li>\n
  2. The belief that profitability is healthy for everyone<\/strong> – not just owners and executives<\/li>\n
  3. A team-based culture<\/strong> that’s not dominated by a few superhero leaders<\/a><\/li>\n
  4. Timely and transparent decision-making\u00a0<\/strong>that gives employees what they need, when they need it<\/li>\n
  5. Magnetic ethics,\u00a0<\/strong>created by high standards that leaders role model<\/li>\n<\/ol>\n

    What’s remarkable about what we’ve learned, is that none of these five factors are “remarkable.” It’s simple common sense. And that begs the question: Why is common sense, not common practice?<\/strong><\/em> Are you asking yourself that question right now? Because you are not immune.<\/p>\n

    In future blogs I will explore insights about the Five Goodness Pays Factors. And we will dive into the answers behind Why is common sense not common practice?<\/em><\/p>\n

    If you haven’t gotten your copy of this book – our manifesto – you can get one here<\/a>. Thank you for spreading goodness in your leadership. The world needs you to radiate goodness<\/a>.<\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    It’s been 5 months since Paul Hillen and I launched the How Goodness Pays book. It wasn’t easy in any way, shape, or form. It took two years to get the funding, and three years to research and write a credible book. 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