Integrity Matters Broadcasts

May 1, 2005

Strategic and Tactical Integrity

Dear Friends:

Never say: "Never!" Twenty-five years ago, our executive and leadership effectiveness business, Dimension Five Consultants, Inc. was launched. Between 1970 and 1980, my responsibilities were those of a chaplain at a preparatory school in St. Louis, Missouri, and a pastor in local churches in Connecticut, Indiana, Missouri and California. When the consulting business began, it was my opinion that Jim Bracher would never again present a sermon, at least not a formal one. A sermon, as you may know, is defined as "a talk on a religious or moral subject." Consulting would now be my profession. So, when invited, in early April, 2005, to record for later broadcast, not one but three Sunday messages, it was another reminder how circumstances can challenge one to reconsider earlier decisions. So, be careful when saying "Never!"

My three sermons for the "Day 1" broadcasts are titled "Faith for all Seasons" (May 29, 2005), "Fulfilling Promises" (June 5, 2005) and "God Knows You" (June 12, 2005). Conducting interviews with me before and after each presentation was Mr. Peter Wallace, Executive Producer, Day 1.

Formerly known as "The Protestant Hour," "Day 1" is celebrating 60 years of weekly broadcasts. It has won numerous awards, including the George Foster Peabody Award and the 2003 Crystal Award for Excellence in inspirational radio. It is produced by Canon Louis "Skip" Charles Schueddig of the Episcopal Media Center in association with the Cooperative Baptist Fellowship, the Episcopal Church, the United Methodist Church, the Presbyterian Church (U.S.A.), the Evangelical Lutheran Church in America and the United Church of Christ. To read more, click here:

Skip, Peter and Jim 

Back to the Bracher Center, let's focus on Strategic and Tactical Integrity. This may not be a sermon, but it is about direction and values. Leaders know that strategy energizes directives. Guiding associates effectively necessitates constancy and consistency in planning the work and working the plan. Casual abdication of principles in rough weather breeds contempt among followers and glee from competitors. Setting priorities based upon a substantive strategy reassures the workforce and compounds the efforts that underpin success. Leaders are steady.

Tactics bring organizations closest to the customer. Relentless measurements, continuously seeking improvement, enhance successful performance. Diagnostics monitor transactions and assist with customer service and product refinements. Leaders pursue perfection.

Serving organizational development leaders, the Bracher Center Certification in Strategic and Tactical Integrity* provides clients and their stakeholders with valuable tools in the administration of education and culture to further expand interpersonal knowledge with constructive applications. To qualify as an organizational development leader* (receiving additional education and training through the Bracher Center), the following questions must be answered "yes" by the recommending executive and then approved by the Bracher Center for Integrity in Leadership:

  1. Is the individual effective in communicating throughout the organization?
  2. Does the nominee exhibit interpersonal ease and problem-solving creativity, including the delivery of forthright critique with both accuracy and tact, at multiple organizational levels?
  3. Has the candidate been a standout in the application of the Bracher Center's Executive Integrity Program which includes the successful utilization of both the Portrait © and Feedback ©?

*Our Strategic and Tactical Integrity Program requires the previous successful participation in the Bracher Center's Executive Integrity Program. The Executive Integrity Program includes the Portrait© (Addressing Interpersonal Integrity); and Feedback © (Toward Continuous Improvement), which measures and monitors organizational integrity.

Presented in four modules, our Strategic and Tactical Integrity Program will train the organizational development leader in the use of powerful interpretative behavioral tools along with the practical application of these tools. When organizational beliefs are clear and operating behaviors are consistent, then productivity-enhancing alignment is the by-product. Organizational, operational and cultural alignment enables all members of the team to improve their long-term effectiveness in addition to the immediate impact of their efforts. Insight, awareness and discipline lead to success. These four modules, when successfully completed, equip organizational development leaders to:

  1. Understand, interpret and communicate behavioral patterns for and with colleagues to improve organizational effectiveness.
  2. Deliver constructive and objective counsel regarding operational impact and guide performance-improving actions.
  3. Develop customer-responsive environments, internal and external.
  4. Align behaviors with beliefs so that stakeholders rally around constructive values in the accomplishment of mission: the acquisition and retention of customers.

Moving away from services provided directly by the Bracher Center, it is appropriate to raise other issues faced every day by many who read our Broadcast and call on us for advice. There are serious educational challenges that can mean the difference between success and failure, between paying fines and facing jail time. Perhaps these next two paragraphs will challenge you to answer the educational question: how does one make sure the right information has been understood and is being applied, by all of the right people? Compliance is no longer a convenience, it is the law. Know the rules and honor them or face the consequences.

As many of you know, the Bracher Center believes and advocates that it should be common knowledge that free markets must regulate themselves or governments will. And, if you would like to know what those who direct the Securities and Exchange Commission intend to do to address compliance, instilling lasting and meaningful changes, then read further. This link will take you to comments made by Ms. Lori Richards of the SEC :

Ms. Richards' follow-up speech urges leaders to learn about and then build a culture of compliance. Pay special attention to her ten strategic areas. They may lack specifics, but non-compliance can create problems. Learn SEC parameters:

From the macro challenges of Wall Street to the commonplace behaviors that surround us every day, including sanity and safety on airlines, please note the question from another reader of my weekly newspaper column Integrity Matters. Again, life is about self-regulation, even at 30,000 feet in the air.

What kinds of chaos will be created with unlimited cell-phone usage on airlines?

In May, 1992, while working feverishly between flights, in an airline "club" at Chicago's O'Hare Field, a fellow traveler was talking loudly on the telephone, making my concentration impossible. After staring at him, hoping he would lower his voice, I noticed others doing the same thing. He continued his abrasive noise-level. Other business-types were also making phone calls, talking with others, writing notes, but quietly. This individual was oblivious or ignorant; insensitive or simply a clod. Friday nights, when folks are heading home, it is unwise to be loud or rude.

I bit my lip, walked over to "noise-maker" learn what happened to me in this confrontation, click here:

Commitment to integrity-centered leadership. Values such as integrity, perseverance, and commitment are too often averaged down in a misguided search for consensus. With the twin values of honesty and reasonableness, the Bracher Center operates with intensity, sensitivity, and follow-through to develop integrity, quality and loyalty. Wisdom remains constant: "Integrity is one of several paths; it distinguishes itself from the others because it is the right path and the only one upon which you will never get lost." -- M.H. McKee

The June Broadcast will illustrate that integrity is alive and well.


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