Page 153 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

We play many versions of the prisoner’s dilemma in life . . .
in divorce courts, political parties, neighborhood squabbles,
and corporate mergers. Work-related examples of the prison-
er’s dilemma:

• • In compensation decisions about a fixed bonus pool, do
leaders take a larger portion of the bonus or distribute it
more widely?
• • In decision making, do leaders call the shots or include
others in the process?
• • In allocating perks (parking space, travel funds, office
space), do leaders send a message of self-interest or
selflessness?
• • In assigning credit for successful projects, do leaders take
or share credit?

When leaders consistently act out of self-interest, employ-
ees do the same. Over time, such leaders contribute to
negative work environments for everyone. In contrast, leaders
who emphasize other-service more than self-interest demon-
strate a real commitment to treat people with fairness and
respect. They help create work environments where people
look out for and serve each other because people trust that
the small sacrifices they make for the public good will be
reciprocated, not taken advantage of. There is goodwill to
spare.

4. Attitude Toward Ideas: Criticized Versus Invited

A few years ago Dave helped facilitate a town hall meeting
in which employees were charged by their business leader

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