By KATHERINE J. WHITE
[email protected]
Sports editor
One must become human before becoming a leader.
That is the Confucian take on becoming a leader as expounded by Bakersfield College philosophy instructor Michael McNellis during the panel discussion on ethics and leadership Sept. 20 in BC’s Fireside Room. The presentation of four different perspectives on ethics and leadership was provided by the Norman Levan Center for the Humanities. Jack Hernandez, retired BC professor and director for the Levan Center, served as moderator.
“This is a timely and timeless subject,” commented Hernandez about ethics and leadership in life and in the work place during his introduction to the speakers.
Sheryl Barbich, business consultant and interim executive director of the Bakersfield College Foundation was the first to speak, and her speech delineated the falsification of documents, lying to customers, diverting funds, outrageous CEO compensations, the alteration of documents, and other manifestations of deceit found in the business arena.
Before beginning, Barbich remarked, “I’m used to being in charge; this is a little too egalitarian for me,” which was a reference to the panel format.
Barbich cited many recent examples of corporate dishonesty including Worldcom, whose executives were accused of falsifying reports. Barbich also mentioned the transgressions of Enron as well as whispering the local company name “Crisp and Cole” into the lectern microphone to general laughter.
Barbich cited short-term thinking as the root of company evil. Barbich stated that long-term thinking executives and employees are less likely to be dishonest, and that long-term thinking is in complete contention with the short-term goal of immediate gratification of self at the expense of the company. Long-term thinking is essential for a business to maintain a respectable reputation, Barbich said.
“The short-term view can create meltdowns,” Barbich said.
Barbich lamented the past common tendency of businesses to focus upon profits rather than upon ethics as well as the impervious nature of executives at the very top of the corporate ladder who live in an ivory tower and cannot abide by disclosure of information that does not conform to their unrealistic perceptions. Barbich cited a business scholar from USC’s Marshall School who said that those in close proximity with a company’s customers are privy to all the information that a company needs to succeed. Barbich believes that every company should have an ethics code, and that the behavior of those at the top of their company will dictate the behaviors of their employees.
Leadership begins at the top, concurred Mike Jenner, executive editor of the Bakersfield Californian, who spoke after Barbich concluded.
“The unethical behavior of one can undo an entire organization,” Jenner said.
Jenner cited the 2003 incident involving the New York Times reporter Jayson Blair, whose fabrications scandalized the journalism world. Jenner then mentioned that in 2005, the Californian had its own equivalent to the disgraced Jayson Blair. The Californian, Jenner said, hired a reporter with excellent, verifiable credentials who, at some point during eight months of employment to the Califonian, plagiarized quotes in articles from other publications, such as the San Francisco Examiner, as well as inventing sources. When the quotes were discovered stolen from other publications, and that the reporter’s sources could not be found, the reporter was then terminated from employment.
“We were unbelievably embarrassed by this,” Jenner said.
In the wake of this incident, according to Jenner, an apology was published, and all articles from that time forward have been thoroughly examined for any traces of plagiarism. Jenner mentioned that the journalism world must subject itself to severe self-examination because the media is under current intense scrutiny by the public.
“Never before has the credibility of the media been so challenged,” Jenner said.
According to Jenner, the sad reality of the media is that sound journalism standards have degenerated over the years in the interest of profits. Jenner said that the journalism world must avoid the reemergence of the “yellow journalism” of the “penny press” age in which journalism’s ethical standards were at an all-time low.
Humanity’s ability to grasp a sound system of ethical conduct distinguishes humans from animals, according to MeNellis, who spoke during the discussion after Jenner. McNellis’s speech focused on Confucian philosophy in relation to life, work and work ethics. According to McNellis’s speech, Confucius believed that humans are not born with humanity and human dignity, nor are they born with inherent leadership abilities tempered by the sense of morality.
McNellis explained that Confucius believed that a personal sense of humanity and a demonstration of that personal sense of humanity must precede becoming a leader. However, humans are born with the potential to become ethical beings although they are not technically born ethical. Humans have what Confucius termed the “xin,” which means “heart-mind,” and it contains a knowledge of morals, according to McNellis’s speech. An affectionate concern for others comes before becoming a human with morals and before becoming a moral leader.
According to McNellis, a leader or employer who believes in Confucian philosophy would not hasten to terminate an incompetent employee. Rather, a true Confucian leader/employer would try to be sympathetic and empathetic to the employee while bearing in mind the nature of their relationship in terms of the hierarchy that defines the employer/employee relationship.
“Each one of you can be a leader,” McNelllis concluded.
Sandra Serrano, chancellor for the Kern Community College District, quoted legendary humorist Will Rogers at the beginning of her speech.
“‘A politician is looking to the next election, but a statesman looks to the future,'” she quoted.
Serrano agreed with McNellis in that a leader must lead with humanity, and she also agreed with Sheryl Barbich in her speech that leadership begins at the top. This especially holds true for those entrusted with public funds, she said. Serrano feels that leaders in educational institutions should refrain from accepting special compensations. Importantly, all leaders should be constantly aware of the scrutiny of the public eye, she said.
“Leaders live in glass houses; everyone is watching them,” Serrano said.