Today is National Honesty Day. Look it up and you’ll find lot of talk about being honest today.

You’d think people could manage one honest day a year, but it’s doubtful they actually will.

These days honesty seems to be more a matter of convenience, i.e., telling the truth when it doesn’t get in the way to whatever the agenda is, or bending the truth to further whatever—and it gets more acceptable every day.

In schools, honesty is considered quaint.

And it’s a global problem, “A 2006 study of cheating among US graduates, published in the journal Academy of Management Learning & Education, found that 56% of all MBA students cheated regularly – more than in any other discipline.”

Carolyn Y. Woo, Dean of Notre Dame Mendoza College of Business says, “I believe that our current crisis is caused by a failure of values fuelled by perverse incentives, which trumped sound judgment and overwhelmed regulatory enforcements.”

At all ages and all levels it seems to boil down to ‘dishonesty pays’.

Of course, I could be out of touch and cheating has been exempted from dishonesty and moved to a category all its own, but I think I would have read about that. But even if it has there’s plenty of other dishonesty going around these days.

Back to today’s holiday.

Even if every person on the planet was totally honest today it wouldn’t solve anything.

We don’t need one day of honesty and 364 days of the other stuff, so here’s my idea.

Let’s cancel National Honesty Day and starting in 2010 celebrate National Dishonesty Day instead.

That way, we can all be honest 364 days of the year and lie, cheat and steal to our hearts content every April 30.

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Here’s all you need to apply it.

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A few days ago Kiva left this comment on a post talking about diversity of thought as opposed to visual diversity, “My office engages in some diversity of sex and skin color, but they’re stuck at only truly valuing rank and position. Any way to get them beyond that when they don’t seem to even see others?”

I felt that the subject would be of interest to many of you and said I would respond this week in a full post.

There’s no simple one-size-fits-all answer to this because the cause depends on the circumstances and people involved.

So let’s look at four basic scenarios of what may be going on and what you can do.

Scenario 1: The most common assumption is that the TD (top dog) from whom the company/department/team’s culture flows is a jerk. This is also the cause that many people prefer, since it takes all responsibility off their shoulders, leaves them free to complain, solicit sympathy from friends or wallow in self-pity.

It’s not the most common cause, but if you’re absolutely sure of your appraisal the solution is simple—polish your resume and get out. Until you can leave do the best work you’re capable of doing, learn everything possible and cultivate senior colleagues who can serve as references in the future.

Scenario 2: The TD doesn’t realize it’s happening. Actually, it’s easier than you think for this attitude to invade a culture and grow into something that is highly demotivating for “the rest.” Discuss your perceptions with an ‘insider’ whom you trust to consider it openly and speak honestly with you.

I’ve found that a conscious effort by some of those in the ‘in-group’ to seek out and publicly laud unrecognized talent based on pure achievement can wake up an oblivious TD. Of course, high turnover of those outside the magic circle will do the same thing, but it’s a tougher road. Just don’t be upset if you’re not one of those recognized.

This brings us to the next two scenarios, both of which respond to the same corrective measures

Scenario 3: The problem is one of perception (yours) as opposed to more objective fact. This frequently happens when workers feel they are contributing at same level and quality as those being recognized.

Scenario 4: An enormous number of Millennials were raised on praise. When employees look for recognition for doing what they were hired to do adequately as opposed to doing more or doing it better they can be disappointed.

For both three and four, start with a non-partisan discussion with someone knowledgeable of the situation who will be objective can tell you if you need to rethink your own actions and/or attitudes, since

None of this is very comfortable, but the second two are actually easier to correct than the first two, since you have far more control over yourself than you do over others.

Have you faced similar situations? How did you handle them?

I hope you’ll take a moment to share your experiences with the rest of us.

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As a boss (whether CEO, team leader or any level in-between) you need to accomplish many things within your organization (whether company or team) to be successful, especially in the current economic situation.

Near the top of the list is the need to

• motivate your people (without breaking the bank);
• strengthen and diversify your workforce (often without adding headcount); and
• innovate (products and processes; internally and externally; large and small)

Big order, but here’s how to make it happen.

Start by looking inwards to be sure your MAP supports the program.

Next, keep this mantra playing in your head

• Read it.
• Hear it.
• Do it.
• Teach it.

Then implement it by

• building a useful library, both hard copy (used books are very inexpensive) and online, that includes classic and current information and runs the gamut from traditional to controversial to off-the-wall. Encourage your people to read up on subjects that interest them, whether or not it directly applies to their expertise;

• choosing “topics of the month” based on both need and interest, then encourage free-wheeling discussions on a regular basis;

• modify assignments as much as possible, so people can start to use, and become proficient in, the new skills about which they are reading, learning and talking; and

• supporting brown-bag classes (buy lunch if possible) in which they may teach both their new and original skills to others. Add cross-working assignments to ensure cross-training.

Remember, it’s a long-term fix, because there are no short-term fixes and the only thing you have that’s even close to a silver bullet is your MAP!

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Happy birthday to me; happy birthday to me, etc. etc. etc.

I thought I’d write a rhyme in honor of the anniversary of my birth and share it with you. Not a poem, I can’t write poetry, but I do write rhymes (some better than others:) So without more ado…

It’s my birthday and I’m not shy
shouting the news to the birds in the sky.
That’s the way I approach my life
because increasing years should not add strife!

I wouldn’t go back as an awkward teen,
with raging hormones and pimples seen;
back then I believed I could take wing
because I knew most everything.

I entered my twenties with more of the same,
but as time went by I started to tame
lots of the actions that created a stink;
I listened and learned and started to think!

Over the decades I made sure I kept growing
and the people I met kept new ideas flowing.

These days I coach and I write—a living I’m earning—
but nothing has changed I’m still talking and learning.
My picture is old and won’t be changed soon
and no matter what I’ll never carry a tune.

But life goes on and that’s a cert
even though today I am older than dirt.

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Today is for all of you top dogs (TD) who tweet, all of you who think twitter should be called fritter and those who wonder when (or whether) Twitter is going to make money.

Let’s start with TDs who tweet or if you’re into politics check out this directory of Congressional tweeters.

For those who don’t see the point, read what Diane Hessan, CEO of Communispace has to say about how her own conversion to Twitter.

Finally, in spite of all the passionate people sending out millions of tweets, where’s the money? An interesting discussion from the faculty at Wharton focuses on the possibilities of a profitable Twitter; but one reader’s comment says a lot about people’s attitude, “SNS are all about sharing, creating, connecting and learning in a digital environment – it’s not about making cash.”

A common attitude, but one that begs the question, if it’s not about the cash why should anyone invest? Companies such as Twitter and Facebook don’t start and scale for nothing and users certainly are unlikely to step up to pay.

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“The real character of the person can be known by what he does when nobody is watching. … Feudal culture is one where there is one set of rules for the king and another set of rules for the rest of the people. … What we are seeing is not the failure of entrepreneurship. It is the greed, ego and vanity of some super managers of some large corporations. That is not the essence of capitalism. Capitalism is all about creating an environment where individuals can leverage their innovation and their entrepreneurial abilities to create better and better opportunities.” –N.R. Narayana Murthy, Founder, Chairman and chief mentor, Infosys Technologies (Hindustan Times 4/19/09).

Satyam has shown that greed is a human condition, not just the province of the decadent West, reserved for various ‘leaders’ in developing countries or politicians in general.

Murthy’s thought that the real person surfaces when no one is watching are akin to the age old wisdom of Plato when he said, “In vino veritas” (In wine is truth).

And I think that in these two comments you find the real truth about anyone who aspires to positional or as-it-happens leadership.

Leadership isn’t about influence or vision; it’s not about how many follow you or heap kudos on your efforts. It isn’t even about honesty and authenticity—the leaders on Wall Street were both in their pursuit of profits.

It’s about what happens between you, yourself and your MAP at three o’clock in the morning when you’ve had too much to drink (real or metaphorical) and no one is looking.

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It’s great when VSI (vested self-interest) drives positive happenings anywhere, but when it happens in kid-focused media it’s definitely cause for cheering.

And so it has to the MTV—channel folks love to hate.

“After years of celebrating wealth, celebrity and the vapid excesses of youth, MTV is trying to gloss its escapist entertainment with a veneer of positive social messages.”

According to Stephen Friedman, MTV’s general manager, for Gen X “the humor was more cynical, the idea of community seemed earnest and not cool. It’s the opposite now.”

I don’t care that it’s driven by the bottom line, it’s also a recognition that the youth market is changing. And if MTV thinks that the Millennials have a different attitude they probably do—hopefully one strong enough to outweigh its entitled mindset and need for constant praise.

Viacom, MTV’s corporate parent, even has a new deal with the Bill and Melinda Gates Foundation to make shows more supportive of education, which is truly amazing.

Jumping to the older part of that generation, the current economic downturn is taking many newly minted MBAs in new directions.

Historically, graduates from the top business schools headed for Wall Street. Now it seems that many didn’t really want that path.

“There was a real herd mentality to get into investment banking, noting that prestige, peer pressure and parents often channeled students to Wall Street. But because of the crisis, “there was suddenly permission to pursue something you were interested in that your parents three years ago would have said absolutely no to.” –Jessica Levy, Wharton senior.

“Some students now acknowledge that they were pursuing investment banking jobs largely to placate parents who, having invested nearly $200,000 in their children’s educations, were eager for them to earn top dollar — and some prestige too.”

I find it interesting that the supposed cream of the talent pool, highly (and expensively) educated, our future leaders with supposedly outstanding independent/critical thinking skills succumbed not out of personal desire, but from outside pressures. Nope, they didn’t really want to work on Wall Street with its gargantuan salaries and over-the-top, masters of the universe mentality. Who woulda thunk it.

All sarcasm aside, I do hope that this is a bit more of the silver lining the banking meltdown. It’s not that Wall Street is always bad, but that there are many ways and places to contribute.

“It’s always been about the brass ring and it’s always been about the brand recognition, and for a lot of students that meant jobs at Goldman Sachs,” Emanuel Sturman, director of career services at Dartmouth College. “It’s premature to say the bloom is off the rose totally, but I think students are starting to look at a wider array of brass rings.”

And who knows, maybe working in other industries will enable them to contribute to the common good in ways more meaningful than just writing a check.

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One way out…

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Few companies would consider doing a major project using individual contributors instead of teams.

Hiring is a major project, one that has substantial long-term impact on the group, department, and company.

So, why are teams used in every part of business today—except staffing? Why is it assumed that the various parts of staffing are a function only of managers and HR?

Sadly, some managers are not comfortable involving their people. The reasons range from control issues (involvement in staffing is very empowering) to fear (the manager feels insecure) to disinterest (staffing has a low priority).

But in today’s fast-paced work environment, it’s hard for managers to block out several consecutive minutes, let alone the hours, needed to read resumes, let alone source any candidates, screen, etc.

Speaking as an ex-headhunter, I’m here to say that the mechanics of recruiting aren’t rocket science; they may not be intuitive, but anybody can learn them, especially in these days of LinkedIn, Facebook and Twitter.

More importantly, when it comes to recruiting, there is no manager, no HR person, certainly no headhunter who is as impressive to an outsider as employees excited about their company.

Candidates really respond positively to being recruited by a peer! A peer who likes her company so much she is willing to put time into the staffing process? A manager to whom hiring is not about control but rather about empowerment? Who sees hiring as a chance to shine, not a necessary evil? Who not only understands the desire to make a difference but actually gives people extra opportunities to do so?

Wow! That’s the kind of manager most good candidates want to work for! Nobody can sell the company or the group or the project or the manager with the same intensity and passion as the company’s own people!

More bodies ease the work load, as well as supplying creative ideas and fresh energy to the staffing effort. Further, teams

• empower and give people a feeling of ownership;
• engage people in the present and future of their group and the company;
• teach critical managerial skills;
• spreads the workload; and
• helps minimize new employee friction.

With the exception of technical interviewing anybody in your company can be on the team, whether they are from that department or not. Sure, it takes a well written job req, but almost everybody in your company knows as much technically as most headhunters—and they certainly know more about the company. Best of all, they really care!

None of what I’ve written hinges on the economy; the time to teach people new skills is not, not when you have multiple openings and are under pressure to fill them.

Think of it as an investment—one with an amazing ROI.

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