Page 200 - The Bible On Leadership
P. 200

186                                 THE BIBLE ON LEADERSHIP


             exchanged the grain for their livestock. And when they ran out of live-
             stock, he bought their land, but gave it back to them for their use, on
             the condition that they keep four-fifths of the harvest for themselves
             and give one-fifth to the Pharaoh.
               Joseph could have bled his adopted countrymen dry. But his overall
             scheme was just and fair—to ensure that they would have enough pro-
             ductive capacity and consumable resources to be able to survive the
             famine and prosper again once it was over. And, good politician that he
             was, he remembered to give ‘‘the boss’’ his fair share as well.




                              RECTIFYING INJUSTICE

             It is one thing for a leader to initially pursue just policies and actions
             from the outset. But often, a leader must have the courage to confront
             and reverse injustices, some of which may have been promulgated by
             his own organization.
               At Bear Stearns, Ace Greenberg, chairman of the executive commit-
             tee, feels that the reversal of injustice must come ‘‘from the top’’ or it
             won’t happen at all. Largely due to Greenberg’s leadership, the com-
             pany has never had a major ethical scandal in an industry more famous
             for its acquisitiveness than its fairness. Notes Greenberg, ‘‘Mark Twain
             said, ‘Fish stink from the head,’ right? And it’s people up top who set
             an example of how a business should be run. And if they’re sloppy, or
             throw dollars around and have big expense accounts, I think it perme-
             ates the whole firm.’’
               Greenberg’s antidote is to officially encourage ‘‘whistleblowers’’ to
             expose injustices and ‘‘errors.’’ ‘‘We pay them 5 percent of whatever
             error they uncover, and we pay them on the spot in cash—I have writ-
             ten checks as large as $50,000 and $60,000.’’ In an environment where
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             ‘‘money talks’’ (and often shouts), these payments are a strong advise-
             ment to everyone in the firm that ‘‘justice will be served’’ and injustice
             will be reversed.
               Paul O’Neill, former chairman of ALCOA and now secretary of the
             treasury, also acted promptly when confronted with an injustice. A reli-
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