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Tuesday, January 6, 2015

A Thank You Gift to Kerry Lynn Cassidy: $1 Per Year





A Thank You Gift to Kerry Lynn Cassidy: $1 Per Year
by Pierre Coupet


Up until recently (in fact,  just a few months ago), I had never heard of Kerry Lynn Cassidy of Project Camelot.  I happened to come across her name by accident while I was conducting some research for an article I was writing which included a reference to interplanetary travel and a real possibility of coming across our interstellar cousins (extra-terrestrial beings) in the near to distant future.   


Although I am somewhat ashamed and embarrassed to admit how gullible and clueless I was about that subject matter,  the most egregious and unforgivable part of it all is the fact that I had allowed my arrogance, relative stupidity and narrow-mindedness  to prevent me from gaining access to that information much, much sooner.    


I say that with much humility only because plenty of information about aliens, antigravity, interplanetary travel, and government conspiracies has been available in the public domain - not just in the global mainstream media but also extensively covered in alternative media on the Internet.   I had always assumed that these people who were coming forward with these fantastical stories were either intellectually challenged, mentally deranged, a little bit mentally unbalanced, on the fringes of society with very little to do and a lot of free time on their hand, or just had a very vivid imagination as a result of watching too many science fiction movies.


After all, I reasoned that, if what these "conspiracy theorists and whistleblowers" were saying had any amount of credibility to it, then all these "reputable" newscasters and investigative reporters from the mainstream media would be jumping on this sort of information and revelation all over the world.    I would say to myself, "Pierre, if it sounds too good to be true, then it must be," and then go on about my business.  After all, this just did not make any sense:  humans living here side by side with aliens from another more advanced civilization.  As well, subconsciously and from a professional standpoint, I just couldn't imagine giving credence to this sort of information even if it were remotely true due to the ridicule and blow to my credibility I would have to endure in the event such revelations proved to be a hoax.  


Moreover, over the past thirty years, I've had quite a number of colleagues, current and former high-ranking members of the intelligence and scientific community whom I hold in high esteem, who had confided in me that most of the stuff we see on television and in alternative media on the Internet regarding extra-terrestrial beings are real. 


Of course, my very first instinct was to always wonder a bit about their sanity; and, in the event that they are indeed sane, whether they were checking me out by purposely providing me with "disinformation" -- for whatever reasons or motives -- in order to test my reaction to that bit of information.    My response would always be along the lines of "really, that is amazing," and then I would quickly change the subject.    Many of them had even invited me to join them at the annual MUFON convention which I would politely decline due to a "scheduling conflict." 


To my defense, I must add that there were two core reasons for my ineptitude and indifference:   1) I totally overestimated the intelligence and good faith of our leaders and public officials, and 2) I grossly underestimated the level of corruption, idiocy, lunacy, cowardice, and criminality which plagues them.   


After all, I surely thought that these leaders to whom we entrust the ability to determine the direction and fate of our civilization would, at the very least, have some modicum of intelligence and sense of fiduciary duty that would compel them to disclose this sort of information to the public after some quick deliberation instead of them treating us (the people whom they portend to represent) like a bunch of retarded and traumatized children or morons who are psychologically unable to absorb and digest such revelation.   What in the world makes them think that it’s alright for them to know and not us? Is it because they believe they are superior to the rest of the human race?


It is a clear case of the people "putting lunatics in charge of the asylum."   Although many of these leaders are supposedly graduates of leading universities worldwide, it is really hard--in fact, it boggles the mind--to even imagine that these individuals could have achieved more than a third grade education and haven't been raised in a zoo by fellow gorillas, orangutans, and chimpanzees.   What sort of rationale are they using to deny us this sort of information, especially in light of the fact that all the major powers are privy to this information?


But the most disturbing part of all is the extent to which they (the so-called stewards of our civilization) have gone about to silence and destroy -- and in hundreds, if not thousands, of cases, outright murder -- those decent, honorable, brave, and patriotic men and women of conscience who have taken it upon themselves to come forward and disclose to the public what our government and some of our business leaders have been up to over the past 80+ years.


Which brings me back to the reason why I wanted to thank Kerry.   After coming across her site, it looked very clean and conservative in comparison to some of these other "whistleblower sites" and thus I decided to watch one of her videos.    What I liked about Kerry is the caliber of the whistleblowers who have come forward, the manner in which she approaches them;  her thoughtful, respectful and tenacious method of inquiry which is designed to expose as much detailed information as possible to the viewer, and which leaves it up to the viewer to make up his/her own mind about  the veracity of the information provided; and her overall dedication to her craft. 


After watching the first video, I became completely obsessed with such a fascinating subject and decided to completely open my mind and view as many other videos she had made over the years not only from her website but also on her YouTube channel.    As well, that paved the way for me to begin to visit a multitude of other sites which further expanded my horizon and caused me to begin to recall my previous experience and conversations with current and former colleagues, link all the dots, and watch unfold this amazing and awesome big picture.


Without exaggeration, I can truly and honestly say that, were it not for Kerry Lynn Cassidy, I would still be drowning in a sea of ignorance about this criminal conspiracy that is hidden from the majority of the human race.    I shudder the thought of crossing over to the next world without ever knowing that I was living side by side with extraterrestrial beings on our planet.


Therefore, I would like to express my sincere thanks and eternal gratitude to Kerry for the awesome work that she does and for putting her own life in danger.   But to me, it's not enough to just say thank you and then disregard or ignore the fact that, although the service that she is rendering to humanity is a labor of love, it's nonetheless a service that is time-consuming, requires a tremendous amount of personal sacrifice, as well as a certain level of personal financial commitment (money that comes out of her pockets) in order to keep getting out the message to all of us.


Having been in business for over 36 years, and seeing how she is struggling with a skeleton staff not just on our behalf but also on behalf of all of mankind, this is something I can relate to.   Therefore, I believe that the honorable or conscientious thing to do would be for each of us to, at the very least, give her a small thank you gift of $1 (once a year) so that she can continue her efforts.


Seeing that some of her videos have been viewed by millions of visitors, and many of them have been viewed by tens of thousand of visitors, this small annual gift could make a big difference to her.  (I don't really like to use the term "donation" and prefer to say "gift" for one reason:  the work she does on our behalf every day of every year is really "a gift" to mankind, therefore, I think it's only fitting that we also reciprocate with "a gift," however small or large.)


Considering the fact that I waste plenty of money on nearly a daily basis buying things that I don't really need, I (or anyone else) can easily set aside $1 per year to fulfill that pledge.   As well, most of us carry a bunch of change (coins and dollar bills) in suit pockets, our car, on kitchen tables, in desk drawers, cookie jars, and piggy banks that we never use or pay attention to.   We also receive a lot of discount coupons worth hundreds of dollars every year that we throw away and never use; therefore, next time you get a discount coupon from a merchant, before you throw it away, think of using it so you can send a small gift to Kerry for Project Camelot.   You may also have a lot of things of value that you normally throw away without giving it a second thought, perhaps you should instead consider selling them in order to make a small gift to Kerry. 


This is just a little bit of food for thought!   Of course, if you can do more and at a greater interval, I assume she would appreciate that immensely.   Here is the donation link to Kerry’s website - Project Camelot.  And feel free to share this article with your friends and colleagues if you believe that will help.


Now here is a very important disclaimer:   Please note that, as of the date of this article, Kerry and I have never communicated with each other in any way, shape or form.  As well, please note that I have absolutely no intention of beginning to engage in any sort of business correspondence or activities with her either now or in the future and my purpose for writing this article speaks for itself.  Moreover, I hereby authorize Kerry to post this article on her own website if she so chooses.   (In other words, there is no quid pro quo attached to this article.)


Happy New Year to Kerry and all!


About Author:   Pierre Coupet, Q of Virtual Organization Management is the founder of Virtual Organization Management Institute (VOMI), VOMI Virtual Organization Academy, and Virtual Organization Recruiter; and is also the founder of the modern virtual organization management and virtual organization recruitment disciplines pioneered since 1997. Contact directly at chairman@virtualorganizationinstitute.com; via the Virtual Organization Recruiter community to discuss this article; or via CHAT.
 
Credits:  Stock photo courtesy of freedigitalphotos.net  

Saturday, January 3, 2015

A Global Need for Principled Leaders



(Part 2 in a series of articles on A Global Need for Principled Leadership) 


A Global Need for Principled Leaders



A Global Need for Principled Leaders
by Pierre Coupet


So what does it mean to be a "Principled Leader" and why should we even care?  

I am very much aware that there are some who would argue that the term "Principled Leader" is an oxymoron and that there is no empirical evidence to indicate that such animal has ever existed throughout the entire history of mankind.   

As well, there are others who would argue that "pragmatism" takes precedence over "principles" and that they would rather be a "Pragmatic  Leader" than a "Principled Leader" - someone who can make the necessary tough decisions when circumstances warrant it instead of someone who's bogged down by--or chained to--some artificial concept or dogma which has no relevance or semblance to the realities of life and governance in a dangerous, doggy-dog world.

And yet, there are some who believe that they are not only "principled" but also "pragmatic" leaders and that these characteristics are not mutually exclusive.

And last but not least, there are some who claim that, though they are "principled leaders," they can ill afford to reveal that in their current environment because,  once exposed,  they would be railed against, blackmailed, completely destroyed, blacklisted, and run out of town  or killed. 

Therefore, given this divergence of views on what it means to be a "principled leader,” I believe it is high time that I clarify what it means to be a principled leader:


Subscribes to A Priori Ethics
A Principled Leader subscribes to a universal code of ethics called “A Priori Ethics.”   A priori ethics subscribes to only one principle, which is: "Do no harm and do unto others as you would have them do unto you."  

Therefore, if any single action you are contemplating cannot pass this test, then it should not be undertaken. There is no room for ambiguity, rationalization, equivocation or any other sort of consideration.


Clearly Articulates a Set of Principles that He Follows
A Principled Leader clearly, unequivocally, and unmistakably articulates to the world a set of principles - “transparency” being chief among them -  that he will not deviate from under any circumstances, even at the risk of his own peril.  After all, it’s only fair that you forewarn others about where you stand before you begin to engage with them.   The worst possible thing that could happen is that some would ignore your warnings and try to put you to the test in order to find out whether or not you really mean what you say or if you are just another one of these hypocrites who talk out of both ends of their mouth and love to project the smoke-and-mirrors effect of stating a set of principles that nobody cares to follow.
   

Leads Himself Instead of Others
A Principled Leader leads himself instead of others -- and insists upon others within his circle of influence that they too learn how to lead themselves --  in accordance with the universal code of ethics: “A Priori Ethics.”  

Why is that you might say?   That’s because being able to lead yourself in a “principled” fashion is a truly herculean task and the most difficult job in the world.    Hence the reason why 99% of our so-called leaders have a tendency to fall from grace, at one point or another during their tenure or lifetime, due to hypocrisy, moral perversion and putrefaction, political or business corruption, blackmail and various sorts of  “human compromise operations” -- and why most people prefer to be led by others.


To truly lead others is impossible.   That being the case, why in the world would anyone want the burden of having to “truly lead” others?
   

Well, the answer is very simple:   Although most people prefer to be “truly led” by others - the key words here being “truly led” - in reality that is not what they get since that is literally impossible to do.
  

People are instead herded, dictated to or manipulated.   Instead people who want to be led are herded like cattle in a particular direction; “dictated” to and   “manipulated”  like children by leaders who provide them with certain mandates and dictates which must be followed or else suffer the consequences (in terms of blackmail,  terminations,  being blacklisted,  fines, restrictions to  freedom of movement or assembly, restrictions to freedom of choice, restrictions to freedom of association, persecution and prosecution, financial ruin, confinement, physical abuse, physical and/or public humiliation, mental degradation, psychological pain,  and even death).   

And that, my friends, is indisputably the essence of governance across all sectors,  segments, and levels of society everywhere in the world.

 

Principled leaders can only lead by example.   The follow-up question then becomes, “How can you rely on others to lead themselves if it is such a difficult task?”   Fair question.   The answer is:  Initially, team members will  follow the  “examples” of a Principled Leader within their circle until such time that  they have become accustomed to “leading themselves”  and it has become second nature to them - a perfect example of “leaders leading by example.”   


Does Not Seek to Inspire Others and Is Rather Inspired by His Team

A Principled Leader does not seek to inspire his team and avoids  developing a “cult personality” within his organization.   Rather, he is inspired by his team’s accomplishments when they undertake the task of  “leading themselves.”

People who seek inspiration from a leader are too easily manipulated and a grave security risk.  Generally speaking,  people who seek and rely on “divine inspiration” from a leader in order to function and be productive are very programmable and can be easily manipulated; have no strong desire to “lead themselves”; are the very same people who will turn, on a dime, against their leader the minute they have been properly indoctrinated, incentivized, or “bought and paid for”;  are easily  influenced by malevolent individuals or entities to act against their own self-interests through internal destabilization operations and color revolutions; and revolt when they find out that their leader is, after all, “human and flawed” - just like them.  

In one minute,  they portend or profess a willingness to make the ultimate sacrifice for their leader; and the next minute,  they will betray that leader and sabotage the organization’s  operations; or lynch him and have his neck either in a guillotine block or dangling at the end of a rope.

Does Not Seek to Motivate Others and Is Rather Motivated by His Team
A Principled Leader does not seek to motivate his team; and avoids treating his team like children.   Rather, he is motivated by his team’s zeal and performance when they undertake the task of “leading themselves.”        

People naturally prefer to be treated with respect and dignity.   So, if a Principled Leader treats his people with respect and dignity and expects--as well as insists--that they “lead themselves,” they will respond accordingly.   They will treat their job as if it were their own business and give it all they got.   After all, there is no better feeling than being in control of--and responsible for--your own life.   (That includes your failures, setbacks, and accomplishments.)      
Only bring on board people who want to lead themselves.   On the other hand, if a leader treats his people like children, they will act and respond like children since that leader has a tremendous amount of control over that person’s livelihood.  Eventually, that leader will run out of “employee loyalty programs” and  things to say and do to “motivate” his team.  At which point, his people will start getting bored with their job and begin to look for their next “fun and games” job.    

That’s why it’s critical that a current or prospective “principled leadership organization” employer is very transparent about wanting to bring on board people who have a very strong desire to “lead themselves” instead of employees who want to be led the traditional way - like sheep and children.

Embraces Freedom In Its Totality
A Principled Leader believes that “freedom” is the most valuable and priceless gift of all that any human being could possess, more valuable than life itself.   Freedom attaches strictly to an individual at the time of conception and is neither a right nor privilege to be accorded, granted or dispensed to others by some person, entity, government, powers-that-be, or document.    Whereas, democracy does not advance freedom and is rather a means to restrict freedom; is a farce and fantastic illusion designed to trick  individuals into surrendering their freedom in order to legitimize and insure the tyranny of a “bought and paid for” minority. (After all, your elected representatives can always claim that they are acting within their mandate and, most importantly, with your consent.)

Freedom can never be given to you.  Freedom can never be taken away from you.   You - and only you - can surrender your freedom in exchange for some perceived benefit; and even then, you can reclaim it at any time at the blink of an eye without having the need to ask for it back  or to request any sort of permission.   Obviously such priceless gift requires that you be willing to safeguard it  at all costs - even if it means with your life.   

Therefore, a Principled Leader must always be extremely sensitive about encroaching on the freedom of others. As well, he must adopt a zero tolerance policy which ensures that no individual within his circle of influence strays away from this most sacred principle.

Embraces the “Betterment of ALL of Mankind” as a Supreme, Overarching Principle
“How will this particular policy, action, event, decision or mandate enhance the betterment of ALL of mankind?” is a Principled Leader’s supreme and overarching principle and the primary test which must be met prior to moving forward with any agenda.   If an agenda is deemed  “beneficial” only to a particular individual, group, organization, entity, country, geopolitical alliance or bloc of countries, collectively referred to as (“players”) -- at the exclusion of (and or detriment to) other “players” -- then that agenda should either be scrapped completely or revised in order to avoid or eliminate the harmful effect(s) it would have on these other players.   

Betterment of ALL of mankind is the essence of bona fide capitalism.  That, friends and colleagues,  is the true essence of “bona fide capitalism” instead of the current “pseudo- or quasi-capitalism” in place today throughout the world.   The faithful adoption and implementation of this principle allows prosperity engendered by bona fide capitalism (capitalism in its truest form) to spread to every individual in every corner of the globe.   

After all, it is worth noting that capitalism, in its truest form,  was never meant to benefit only a chosen few and propagate or enable economic enslavement, disinformation and false flag operations, blackmail and intimidation and terror, blatant propaganda, puppet and corrupt governments, poverty, disease, chaos, death and destruction to the rest of the world.     

“Betterment of ALL of mankind” principle exponentially increases investor and shareholder profit.    The adoption of this principle frees up global human potential that will in turn result in an explosion of "real transparency," goodwill, collaboration, innovation, investment, revenues, wealth generation, and investor and shareholder profit across the globe.   

Real Transparency.  When you’re doing something good, common sense says that you want the whole world to know about it.  But when you’re up to no good, it’s also obvious that you wouldn’t want to advertise that to the world, at which point, the flow of information will be strictly on a need-to-know basis.   Real transparency (instead of today's fake transparency) renders politics as we know it today completely obsolete, a relic of our corrupt and primitive troglodyte and neanderthal past.

Goodwill.  Most people can tell the difference between bullshit and genuine acts, ideals versus actions, and optics versus substance.   It’s all about karma:   You screw people and they will eventually find out; and sooner or later, the chickens will come home to roost.  You do well by others and you will automatically reap goodwill in return.   It's as simple as that.

Collaboration.    The greatest barrier to fear, ignorance and stupidity.  People who work together get a chance to learn how much in common they have with each other instead of the lies and propaganda they are fed by their masters through the global mainstream media.   Global collaboration allows us to increase productivity and efficiency at an exponential level and provides us with all our basic needs and wants and makes poverty and pestilence a thing of the past. Global conflict would be reduced to a level never before seen in the entire history of mankind.  Mankind would be able to make the transition from “human beings” (very primitive and savage beings)  to “intelligent beings” in no time at all.    

Innovation.  The pace of innovation will also increase at an exponential level.  Imagine a world producing on a yearly basis the equivalent of 10,000 Albert Einstein, Nikola Tesla, Werner von Braun,  Steve Jobs, Thomas Edison, etc. working on and developing new technologies for the benefit of all of mankind.      

Investment.      Investors of all stripes and persuasions would have a field day investing in the latest and most advanced technologies -- like kids in a candy store.

Revenues.    A rising tide of revenues would fill the coffers of investors, businesses, employees, retirees, governments, foundations, charitable organizations, educational institutions, etc.   

Wealth Generation.     Wealth would be more evenly distributed throughout the globe.  Instead of people living from paycheck to paycheck,  people would be free to pursue their dreams and aspirations without the fear of bankruptcy.   A quality education would be affordable to all.  People will assert their independence and insist on safeguarding their freedom;  and will totally reject  today’s population mind control and mind manipulation by government in concert with special interests and the global  mainstream media.    
 
Investor and Shareholder Profit.  Investor and shareholder profit would shoot through the roof, which would in turn make it possible for investors to quickly reinvest their profit into more lucrative ventures.   

Failure to adopt "Betterment of ALL of Mankind Principle" means business as usual.   Absent the adoption of--and strict adherence to--the "betterment of all of mankind principle," the essence of bona fide capitalism, the only outcome we can ever expect throughout the world is the continuation and proliferation of what the world has been experiencing from time immemorial to this day:  smoke-and-mirrors democracy,  “democratic” dictatorships, insurrections, wars, genocide, unnecessary wholesale death and destruction,  state-sponsored terror and destabilization operations,  rampant diseases,  famine, obscene poverty, murder and mayhem, tyranny, oppression, repression, massive scale fraud and corruption at every single level and branch of government, puppet leaders, economic sanctions, modern day slavery,  criminal organizations acting under color of law, religious and ethnic strife, etc.            

Exclusively Works for a Principled Leadership Organization
A Principled Leader can only function within a “Principled Leadership Organization.”   A “Principled Leadership Organization” is an organization or entity whose core foundation is centered around the notion that the welfare of all the people who serve their organization  as well as their clients--and the communities in which they all live--take precedence over individual shareholder profit; AND subscribes to the "Principled Leadership" leadership model.  (View the article A Global Need for Principled Leadership for more information regarding the “Principled Leadership” leadership model.)    

A principled leadership organization and a principled leader are 2 sides of the same coin.  An almost fanatical obsession and emphasis is placed on (1)  a strong ethical code of conduct based on a priori ethics, (2) substance,  (3) people,  (4) merit,  (5) high performance, (6) high rewards;  and most importantly, “principled leadership organizations” require “principled leaders.”

(For detailed information about the characteristics and benefits of a “principled leadership organization,” review the article “A Global Need for Principled Leadership.”)

Why Should We Even Care to Have Principled Leaders?

As to why we should even care to have principled leaders, it’s because the future of all of mankind, our civilization, and our entire planet depends on it.  
I know that sounds a bit melodramatic, so let me elaborate a bit:

The world has changed, so stop these stupid games.    As we all know, the world has changed a great deal in the past quarter century and the old rules of the game either no longer apply or require substantial revision and modification.   We are too interconnected in today’s day and age for the sort of overt and covert tit-for-tat actions, political intrigues,  and behind-the-scenes geopolitical games and calculations which characterized all previous eras, including the Cold War era and the pre-internet business period.    

We are no longer isolated from the rest of the world.   We are no longer living in an era when each country's population was held captive and isolated from the rest of the world by a smorgasbord of benevolent to lightly benevolent, absolutely corrupt to mildly corrupt, most repressive to lightly oppressive,  and tyrannical to democratic "dictatorships."   You will notice one characteristic that they all share in common, regardless of the degree or extent of their leanings, is the word "dictatorship."     

Dictatorship is the essence of every single form of governance since time immemorial - having a small group of people dictate to others a form and pattern of conduct and behavior.   Those who are not exempt from playing by the rules and do play by the rules are left alone, and those who rebel against their form of government and rulers - or their rulers or masters’ dictates - are dealt with through various forms of "tyranny, oppression and repression," some of which ultimately result in the loss of life.   And that, friends and colleagues, is a fact of life, no matter how much we try to sugarcoat or vilify any particular government or form of governance.

Now we all have access to the truth.    Our leaders can no longer get away with feeding us nothing but lies, omissions, distortions, and half-baked truths and expect us to believe them.   They can no longer cause mayhem, engineer total chaos and destruction at home, in their backyard or around the world, and then expect us to believe that they are fighting for freedom and democracy at home  or around the world,  in our name and for our way of life.    

They can no longer credibly claim that they are trying to protect us from these evil terrorists or regimes (that they had-or still have-a part in creating, funding, arming, and/or supporting  in the first place);  people or entities who are insane and bloodthirsty and want nothing to do but kill us,  either for absolutely no reason at all or because of some extreme, perverted ideology or version of religious fundamentalism.

Today we all have access to the truth IF WE SO DESIRE although most of us are too busy trying to survive or make a living to even care.   Today the truth is a powerful weapon that an enemy country can deploy against their adversary; and that truth is no longer confined to the domain of the powers-that-be, secret shadow governments, secret civilizations operating in tandem with human civilization, ultra secret societies, and shadow intelligence groups within intelligence agencies operating in total secrecy.     Today we no longer have to rely on a totally discredited global mainstream media to insult our intelligence and feed us nothing but bullshit.    

For those of us who care, the internet makes possible the dissemination of all versions of truth, including the real truth, in a flash second.   It allows us to quickly identify, recognize, or be alerted to "false flag operations," lies and omissions,  distortions, concealment, blatant or subtle propaganda; ultra sophisticated information warfare, psychological operations,  mind control and mind manipulation operations, human compromise operations; black box projects, overt and covert sinister operations;  internal and external state-sponsored clandestine operations, internal destabilization efforts, color revolutions,  subversion and assassinations; and the blatant corruption of business, the political process, and all levels of the legislative, executive and judicial branches of government.  

Thus, it can be said with a reliable degree of certainty and accuracy that the internet leaves very little place for scoundrels and malfeasants to hide.

However, that being said, what we do with that truth (and capability) is a completely different matter - and there lies the quandary that we all face - both purveyors and recipients of information (the ruling class and working class, respectively).  

The internet makes the ruling class happier than a pig in mud.   As for the ruling class -- today’s current leaders --  on the one hand, they view the internet’s capability with a tremendous amount of euphoria.   It provides them with the capability to continue to do “more of the same” at an exponential level and on a global scale - subject to the limits of current technology.    As the old saying goes, “absolute power corrupts absolutely.”

Today’s current leaders have no understanding or appreciation for the “judicious use of power” whose basic tenet states that “just because you can doesn’t mean you should.”   

But the internet is a double-edged sword.   Therein lies the danger.    Why is that, you might say?    That’s because when our leaders’ activities are revealed, the breadth and scope of the information revealed is such that it also reverberates exponentially and on a global scale (in every nook and cranny of the world);  cannot be locally contained; and it brings about a resulting fury which takes a very long time to contain, if ever.    

Today’s “town criers” can no longer be dismissed outright.   Whereas, in the past, the local “town criers” of the world could easily be dismissed, marginalized, coerced, human compromised, blackmailed, intimidated, silenced, incarcerated in a mental or penal institution, or even “eliminated” in the name of national security or other criminal and unjust pretense, however, in today’s day and age, the sheer number of  these town criers and their global visibility makes it almost impossible to outright dismiss them all, put them all in jail,  or “kill them all.”
   
The old ways of dealing with those who dared to defy the status quo (e.g., death under mysterious circumstances, etc.) can no longer be hidden from the rest of the world. Responding with more sophisticated “disinformation” campaigns and “false flag” operations through the global mainstream media is no longer a 100% effective option since the audience that these town criers appeal to obtains their news from “alternative media.” That audience considers global mainstream media a nefarious tool of corrupt leaders which does nothing but “regurgitate” propaganda and promote dumbed-down content and massive mind control, mind manipulation, and disinformation campaigns.

It is no longer a question of “where there is smoke, there is fire”;  the "informed or enlightened" working class can see the “raging forest fire” and you can’t tell them it’s all in their mind or it’s nothing serious - just a little bit of smoke that will quickly die out on its own.    

Lack of Credibility Is a Global Security Issue
Most importantly, the resulting damage to the credibility of ALL institutions--and their leaders-- worldwide makes it almost impossible to govern in today’s day and age.    This credibility gap has set the stage for others (patriots, heroes, and principled individuals) to make a valiant attempt to cure today’s ills or fill the current moral and leadership void that exists through whatever means they may have at their disposal.    

(This list of past and present patriots, heroes, and principled individuals includes, however is not limited to, Anonymous, Veterans Today, Project Camelot, Kerry Lynn Cassidy, Thomas Andrews Drake, Julian Assange,  Edward Snowden, Chelsea Manning,  Simon Poncelet, Russ Tice, William Binney, Al Bielek, Paul Hellyer, Laura Magdalene Eisenhower, Phil Schneider, Gordon Duff, Jim Dean, Larry Nichols, Vytautas Pociunas, Clive Ponting, Alison L. Des Forges, Ron Rummel, Cathy Massiter, John O'Neil, Mordechai Vanunu, Mark Whitacre, Marc Dutroux, Jean-Paul Taminiau, Ron Johnson, Andre Cicolella, Jeffrey Wigand, Michael Ruppert, Dean Warwick, John Kiriakou, Kenneth Johannemann, Frederic Whitehurst, Linda Tripp, Anna Konjevoda,  Danny Jowenko, Deck Slayton, Paul van Buitenen,  Fabienne Jaupart, Francois Reyskens, Janet Howard, Karen Kwiatkowski, Stanley Kubrick, Joseph Nacchio, Jesselyn Radack, Sibel Edmonds, Secretary of Defense James Vincent Forrestal, Joseph Wilson,  Hunter S. Thompson, Joe Darby,  Chris van der Werken, John Todd, Samuel Provance, Philip Marshall, Shawn Carpenter, Mark Klein,  Richard M. Bowen III, Gina Pardaens-Bernaer, Justin Hopson, Karla Turner, Michael H. Doran, Danny Casolaro, Anat Kamm, Wendell Potter, Paul Wellstone, John Kopchinski, Linda Almonte, John Lear, Robert Dean, Bob Lazar, Milton William (Bill) Cooper, Christopher Landis, Larry Warren, Dr. J. Alan Hynek, Beverly Eckert , Major Donald E. Keyhoe, Wendy Burlingame, Dr. James E. McDonald, Gordon Cooper, Salvatore Princiotta, Edgar Mitchell, Major Jesse Marcel Sr.,  Barry Jennings, Jose Steppe, GrĂ©gory Antipine, Jean-Jacques Feront  and thousands, if not millions,  more.)  

The solutions to today’s ills only give us “more of the same.”  Regardless of where in the world  we are, this credibility gap represents a major national security issue and a serious threat to our way of life.  That’s because our current global political system (this farcical “democratic” system of government) only invites “more of the same” to fill the huge credibility void that this succession of current and previous leaders has created over the years.   

That “more of the same” includes:    

1)  “demagogues, vultures, bottom-feeders, and messianic figures” of all stripes and persuasions - after all, they themselves as well as their intended victims believe that they couldn’t possibly be any worse than these leaders they intend to replace;  

2)  idealists with a utopian vision of the world whose governing principles and practices are the equivalent of trying to fit a square peg into a round hole - a lesson that Karl Marx’s followers and thousands of others before him throughout the history of mankind have already learned.

3)  more rabid “democracy” ideologues - also from all stripes and persuasions - spanning a myriad number of political parties across the globe who fit into the category of cowards, bullies, oppressors, dictators, mass murderers, intellectual midgets, ideological cowards,  puppet leaders who are slaves to masters of the new world order,  vassals without a shred of conscience or dignity, aggressors who only prey on the weak and defenseless, warmongers, tyrants, unprincipled leaders, pragmatic scoundrels, liars and thieves and opportunists and traitors “bought and paid for” by special interests and secret societies, and mind control and manipulation experts  - all of them dressed in “democracy” clothing; and last but not least,

4)  well-meaning and highly competent technocrats and visionaries who understand the problem,  truly believe they can make a difference from within,  seek and obtain a mandate to make the necessary reforms,  and make an attempt in that direction until they finally come face to face with the devil himself and his pitchfork who gives them an ultimatum - “you either resign, join us or suffer the fate of all who have come before you” -  an ultimatum which, for the most part, results in a grudging acceptance of the invitation to join.                   

Principled leaders allow us to make a paradigm shift from today’s “swamp” mentality.   And that is the reason why we, the world over,  always wind up with different leaders but the same old crap -   a very dysfunctional and “exceptional” system built on “smoke and mirrors,” nowhere near grounded in any sort of reality, always going around in a perpetual circle.  

Therefore, the solution is not “more of the same” but a total and radical departure from the “sort of mentality” which keeps producing the “current swamp” that we all live in.   Instead of listening to new leaders constantly promising to “clean up the swamp,”  let’s instead focus our energies on identifying and changing the mentality that produces the swamp in the first place.    And that, friends and colleagues, is the promise of “principled leadership organizations” and “principled leaders.”

And What Does “Principled Leaders” Have Anything to Do With Virtual Organization Management?

To those of you who are familiar with my passion for--more like fanaticism about--virtual organization management, I am sure you must be wondering what the hell any of this has to do with virtual organization management.    The answer is: everything.

All Bona Fide Virtual Organizations Are Principled Leadership Organizations
That’s because the virtual organization management discipline mandates that ALL virtual organizations must be “principled leadership organizations” led by “principled leaders.”    Absent meeting that fundamental requirement, a so-called virtual organization shall be deemed a “quasi- or pseudo-virtual organization.”  
  
No room for business as usual in The New Virtual Organization World.  The idea is that, it’s critical that as people and organizations form “virtual organizations” and reach that critical mass which will herald the arrival of  The New Virtual Organization World era,  that we do not simply transfer (or virtualize) all the garbage, evils, and “swamp mentality” which currently characterize the completely dysfunctional system we now have in the brick and mortar world.  

The New Virtual Organization World represents an opportunity for all of us to learn from our brick and mortar world mistakes and finally get it right;  a  golden opportunity for all of us to break free from our primitive ancestors, their primal fears and instincts.   Business as usual is no longer an option.     

In Conclusion

I realize that becoming a “Principled Leader” is not like turning on a switch, getting a degree, or taking a course and getting a certificate.   If it were that easy, the world would certainly have been a much better place eons ago.   It is instead a lifetime of work in progress,  trying to improve yourself on a 24 hours a day / 365 days basis,  and keeping vigilant at every turn and fork on the road.   

But make no mistake about it - this is a battle worth fighting for because the stakes are higher than ever for the future of our planet  and mankind, and our progeniture expects no less from us.      The examples that we trace today will be felt for millennia to come - just as today we are all inheritors of the legacy of primitive apes, troglodytes, neanderthals, today's human savages, and our extra-terrestrial  ancestors.

(Stay tuned for Part 3 - A Global Need for Principled Geopolitical Leaders)

About Author:   Pierre Coupet, Q of Virtual Organization Management is the founder of Virtual Organization Management Institute (VOMI), VOMI Virtual Organization Academy, and Virtual Organization Recruiter; and is also the founder of the modern virtual organization management and virtual organization recruitment disciplines pioneered since 1997. Contact directly at chairman@virtualorganizationinstitute.com; via the Virtual Organization Recruiter community to discuss this article; or via CHAT.
 
Credits:  Stock photo courtesy of freedigitalphotos.net  

Monday, September 22, 2014

Why Should Virtual Recruiters and Recruiters Partner with Virtual Organization Recruiters?


Why should "virtual recruiters" and "brick and mortar recruiters"  partner with "virtual organization recruiters"?    Before I answer that question, let's analyze the difference between them.

Although virtual recruiters and virtual organization recruiters both operate in a completely virtual environment,  the primary difference is that the "virtual organization recruiter" specializes in recruiting ONLY personnel who will primarily be working in either a 100%  "virtual" or "virtual organization" environment.   That means a "virtual organization recruiter"  does NOT recruit for "brick and mortar" positions.   

The second most important difference is that a "virtual organization recruiter" operates strictly in accordance with the "virtual organization management discipline."  It's basically a formal and universal set of standards, best practices, policies and procedures for operating in a virtual environment.   Whereas, a "virtual recruiter" uses whatever "homegrown procedures for working from home" suits him/her best (no universal set of standards, best practices, policies or procedures). 

Think of the difference between cowboys (virtual recruiters) and soldiers (virtual organization recruiters).  Although they both use guns and are good at what they do,  the cowboy makes his own rules, whereas, the soldier has to undergo formal military training, wear uniforms, abide by a certain code of conduct,  and must observe military rules or else be subject to the UCMJ (Uniform code of Military Justice). 

The third and most significant difference is that the "virtual organization recruiter"  operates in accordance with the "virtual organization recruitment discipline."  It's basically a formal and "universal" standard set of best practices, policies and procedures for recruiting ONLY personnel "who will be working in a VIRTUAL or VIRTUAL ORGANIZATION environment."   NOT for recruiting people who will be working "primarily" in a brick and mortar setting. 

To continue with the same cowboys (virtual recruiters) versus soldiers (virtual organization recruiters)  analogy,  although cowboys quite often engage in fierce gun battles with each other (and fellow Indians),  they use their own "homegrown, on-the-fly, and on-demand  battle strategy," in other words, whatever suits them best at the time in order to get the job done.     

Whereas the military's mission is different and it is primarily used to fight wars against external enemies (and in the case of Indian nations, internal enemies) and uses formal military tactics, maneuvers and strategies learned in basic military training or at the military academy.  As well, in addition to using guns and rifles which cowboys also use,  they also receive formal training in the use of more sophisticated weapons.   

Since I am not the only recruiter who has ever been in the military,  I am sure a lot of my fellow veterans will clearly understand what I mean.   There is a big difference between carrying and shooting a gun or even being a cop on the beat versus participating in formal military training and being a member of the military. 

The fourth most important difference is the BUSINESS MODEL:  "Virtual Organization Recruiters" do NOT work on a contingency basis.  Also they do NOT work on a retainer or bill me basis.   There are 2 excellent reasons for that:

1)    It's because the virtual organization recruitment process is completely different than the standard recruitment process for brick and mortar candidatesIt is primarily 99.9% assessment.  Therefore, that type of work cannot be done on a "contingency" or "retainer" basis.      Therefore, regardless of which solution a client selects, ADVANCE PAYMENT IN FULL is required from the client at the time the order is placed before any work can begin.   

Think of ordering a "personality test" from a provider for one of your candidates (if you were conducting a retained search for one of your clients).   You wouldn't ask the provider to do it on a contingency,  retainer or bill me basis.   You would pay for the assessment at the time the order is placed before the assessment can be made and then bill your client (or deduct it from the retainer).  

With respect to contingency recruiters who want to partner with a virtual organization recruiter, if the search involves someone who would be working primarily or strictly in a virtual environment, then you would conduct your standard search and once you have identified your TOP Candidates, you would provide your client with a link to your virtual organization recruiter business partner  so your client can place an order to schedule these top (3-5) candidates for the "Virtual Organization Aptitude Assessment" part of the recruitment process.  

As a business partner, you would automatically receive the results of the assessment  along with your client, and you can proceed with the recruitment process with your client.    Your virtual organization recruiter partner is now OUT OF THE LOOP.   Also the minute the assessment order is placed and paid for and upon completion of assessment, the contingency recruiter receives their partner share of assessment fee based on whatever payment interval agreement he has in place with the virtual organization recruiter firm. 

You're paid in full by your "virtual organization recruiter partner" for your share of the assessment fee regardless as to whether or not you've made a placement with your client.  That's a great incentive for letting your clients know about this additional service that you are also offering through your "virtual organization recruiter business partner" and recommending as many of your "top candidates" to your clients for "virtual organization aptitude assessment." 

As a former contingency recruiter dating back to the 80's, this partner opportunity would have been a godsend for us, considering the fact how hard we work and how little appreciation and loyalty we get from some of our clients.

And if the client hires one of your candidates, you, the contingency recruiter, get paid your contingency placement fee in accordance with the terms of your search agreement.   That's all there is to it!
     
That's the business model for virtual organization recruitment.

2)    Virtual Organization Recruiters do NOT want to compete with "virtual recruiters" and "brick and mortar" recruiters.  They want to complement "virtual recruiters" and "brick and mortar recruiters" in order to help them increase their revenues and cash flow  (by partnering with them in order that these virtual recruiters and brick and mortar recruiters can also offer "virtual organization recruitment solutions" as a "value-added" service to their clients).  

Therefore, if "virtual organization recruiters" started to also offer recruitment services for "brick and mortar positions," in effect competing with virtual recruiters and brick and mortar recruiters,  there is Absolutely No Way  that virtual recruiters and brick and mortar recruiters  would want to partner with virtual organization recruiters.    As well, virtual organization recruiters would be "committing suicide" - as well as be STUPID - if they were to start competing with the very people they want to partner with in order to help them grow and get the message out about this very important value-added service.    That would be the equivalent of "biting the hand that feeds you."           

The bottom line is this:  virtual organization recruiters do NOT compete with virtual recruiters and brick and mortar recruiters since they have a different mission.  Instead "virtual organization recruiters" complement "virtual recruiters" and "recruiters" and help them prosper.   

I hope that helps a great deal!


About Author:   Pierre Coupet, CEO & Q of Virtual Organization Management is the founder of Virtual Organization Management Institute (VOMI), VOMI Virtual Organization Academy, and Virtual Organization Recruiter; and is also the founder of the modern virtual organization management and virtual organization recruitment disciplines pioneered since 1997. Contact directly at chairman@virtualorganizationinstitute.com; via the Virtual Organization Recruiter community to discuss this article; or via CHAT.

Stock Photo: courtesy of freedigitalphotos.net

Saturday, September 20, 2014

A Global Need for Principled Leadership

(Part 1 - In a series of articles about Global Need for Principled Leadership)

A Global Need for Principled Leadership
by Pierre Coupet

If you were wondering and asking,"Pierre, what does 'principled leadership' have anything to do with virtual organization management and The New Virtual Organization World?" then the answer is "everything." So read on and you'll understand why.
    
As far back as I can remember as a child growing up, all the way up to the time that my father moved on to the next world a few years ago,  I used to always hear him say a variation of these words: "It's a matter of principles."

Being very inquisitive, these words used to haunt me all the time as I tried to understand their meaning within the context of whatever discussion was taking place at the time since my dad loved to debate and, to my delight and astonishment,  he never seemed to shy away from critical issues and the sort of daily challenges that all of us face, no matter how controversial they may be or how uncomfortable they  may make others feel.

As a child, it seemed to me that just about everything he said or did was guided by only one thing:   principles.   So one day, I was about 6 years old and in second grade, I decided to ask him what he meant by "principles."   His answer was:
Pierre, you're probably too young to understand, but what it all really boils down to is that, regardless of how you live your life and no matter what you've said and done, if at the end of the day,  you are not able to look at yourself in the mirror in the morning while you're shaving,  be proud of who you are and then say to yourself that you are a 'good man', then life isn't worth living.  
Right is right and wrong is wrong, there is no ifs and buts about it.  A door is either open or closed, and never allow anyone to tell you any different.  Always be fair in your dealings with others;  never start a fight but, if someone starts a fight with you, you must fight back with all your might even if it means losing your life  because to do otherwise means that you've lost your personality;  and once you lose your personality you can never regain it - it's lost forever.   And a man who has no personality "loses his soul,"  has no pride and is not worthy of respect from friends and foes. 
From that little conversation with my dad, the most horrifying part of it all for me--a child with a very vivid imagination--was "the prospect of losing my soul" and never being able to regain it. Death was preferable to losing my soul and my dad's respect.   Henceforth, I promised to myself that I would never allow that to happen for as long as I live and that I would always be worthy of respect from, most of all, my loving dad, this stern military officer whom I thought to be larger than life and the center of my universe.    This one little lesson has shaped my entire life and will continue to guide me until it's time for me to cross over into the next world.  

Thus a perfect opportunity for me to segue into an exploration of what I mean by "principled leadership."

For most of  us, when we hear of the word "leadership,"  it is almost invariably mentioned within the context of an individual's leadership skills and almost always associated with a set of leadership styles and attributes possessed (or which should be possessed) by such leader.    We hardly ever stop to think of  various leadership "typesmodels, and theories" and instead lump anything and everything that has to do with leadership all into one big "leadership" bowl of soup.

And why is that so important to be able to differentiate between these various leadership styles, types, models and theories?  That's because any form of governance which ultimately takes shape is inextricably and inexorably tied to "types" of leadership instead of an individual's own leadership styles and attributes.       Thus,  it can be said that an organization's  type of leadership takes precedence over an individual's own leadership "style" and attributes.

Therefore, the basic rule of thumb is:   "leadership type" attaches to an organization or entity, whereas, "leadership style" attaches to a particular individual.  

Nonetheless, regardless of the number of leadership types, models and theories,  I have come to the conclusion that there are inherently five different types (not styles) of leadership in practice throughout the world:  (1) Inherited Leadership, (2)  Anointed Leadership,  (3) Performance Leadership,  (4) Ritualistic Leadership, and (5) Principled Leadership.

Inherited Leadership
Organizations whose basic foundation is centered around the vision and mission of one or more of its original founders tend to practice this type of leadership I call "Inherited Leadership."    The executive and senior leadership team of these organizations tend to primarily consist of the original founder(s) and their close to distant relatives,  as well as close friends and associates and extended branch (i.e., friends of friends and associates, etc.);   along with a coterie of tightly scrutinized outsiders who can be trusted to carry out the original vision and mission of the founder.   In which case, "merit" is not the most significant factor in the selection process for staffing the executive leadership and senior management team.    Most small businesses, private foundations, and trusts tend to fall within this category.

Anointed Leadership
Organizations or entities whose basic foundation is centered around some sense of manifest destiny or  divine and preordained right of its rulers and top echelon,   tend to practice this type of leadership I call "Anointed Leadership."   Monarchies, theocracies, absolute dictatorships, secret societies, etc. tend to fall within  this category.

Performance Leadership 
Organizations or entities whose basic foundation is centered around people, merit and performance tend to practice this type of leadership I call "Performance Leadership."   Most large businesses fall within this category.

Ritualistic Leadership
Organizations or entities whose basic foundation is centered around ideology, public policy,  and are more focused on rituals rather than actual merit and performance for the election and appointment of their leadership,   tend to practice this type of leadership I call "Ritualistic Leadership."   Going through the motion and deftness or expertise at playing the game are more important than substance, people, merit, and performance.  The atmosphere of the House of Othello pervades the work environment of these organizations.  Most governments (more like 99.99%), so-called "think tanks," and special interest groups fall within this category. 

Principled Leadership 
Organizations or entities whose core foundation is centered around the notion that the welfare of all the people who serve their organization  as well as their clients--and the communities in which they all live-- take precedence over individual shareholder profit,  tend to practice this type of leadership I call "Principled Leadership."  An almost fanatical obsession and emphasis is placed on a strong ethical code of conduct based on a priori ethics, substance,  people, merit, high performance, and high rewards.  And most importantly, Principled Leadership organizations require Principled Leaders (which I have yet to define in an article sequel).

All virtual organizations,  as defined in accordance with the virtual organization management discipline and regardless of size, mission and scope,  are and must be Principled Leadership organizations.   Therefore, any organization which purports to be a "virtual organization," and yet does not practice Principled Leadership, shall be deemed to be a "pseudo virtual organization."  Thus the reason I stated at the very beginning of this document that "principled leadership" has everything to do with virtual organization management.  

In theory, thousands of organizations will claim to be "principled leadership" organizations for public relations and marketing purposes; however, in practice, very few such organizations actually meet this standard.   The main obstacle to meeting the "principled leadership" entity standard has to do with the fact that "theory" and "practice" must converge.  One without the other leaves you with a One-Sided-Coin that is worthless and unable to cash in.

Therefore, if you hire a Principled Leader to run a non-principled leadership type entity, you will not all of a sudden have a "principled leadership" entity.   As well, if you hire a non-Principled Leader (I do not mean "unprincipled" - there is a difference between the two) to run a principled leadership type entity, you will not have a principled leadership entity.

Benefits of Principled Leadership
From the millions of benefits I can think of, let's focus on just a handful:

Welfare of "all" over individual shareholder profit equals "commitment."    As we all know, commitment is the glue to any kind of relationship.   The less commitment there is in a relationship, the more friction it has; the more toxic the relationship becomes; the more self-absorbed everyone becomes (it's all about CYA, every man for himself, and fight or flight);  the less productive all parties are; and the more likely that this relationship will, sooner or later, disintegrate right before our very own eyes.   And that, my friends, is a universal principle.

Conversely, the more commitment there is in a relationship, the more the parties will want to cooperate with each other, the more harmonious they will be with each other, the more they will want to work as a team in order to get a lot more done,  the more productive they will be as a team, and the more success they will achieve.  This success will, in turn, fuel their desire to continue using the same formula that brought them success in the first place,  in order to achieve much greater success.

Commitment translates to much greater shareholder profit.     And that, my friends, translates into much, much, much greater individual shareholder profit--in both the short- and long term--than would have been possible if  the welfare of individual shareholders was  given precedence over "all" others (the people who serve their organization  as well as their clients--and the communities in which they all live).

The reason for that is based on a universal principle:   "People always act in their own self-interest: perceived or real."  (With respect as to why and all the motivating factors, I could write an entire book on this subject,  a feat which clearly falls outside the scope of this discussion. Therefore, I will refrain from making any further comments.)

But the practical reason, in layman's terms, is that,  when people either know or perceive that you "genuinely" care about them, want the best for them,  and are there to support them,  not only in words but also in deeds, they will,  in turn,  rally behind you and give you back much more than you ever gave them.    The key word here is "genuinely."  Therefore, words have to match deeds every single minute of the day.  This is not something that you can fake and get away with all the time.  As the saying goes, you can fool all of the people some of the time, however, you cannot fool all of the people all of the time. 

Then the million dollar question becomes, "How do you truly and actually convey that you really, really give the welfare of  'ALL' precedence over individual shareholders profit and how well would that message go down with the shareholders?"    The answer to that question is voluminous and, therefore, will be covered in a sequel of this article.

A priori ethics transcends all barriers and serve as a powerful unifying force.    With all the talk we hear today about globalization, how flat the world is, and how we are all interconnected, the truth and reality is that  we remain as deeply divided as we've ever been, if not more so.  As well, no amount of communication technology (in fact, no amount or type of technology),  in and of itself,  is a cure for the "self-destruction and mayhem" virus which afflicts all of mankind, divides us in every imaginable and unimaginable way,  creates every possible barrier to harmony and unity among us,  and, to this day and very second, continues to impede our progress in every sphere at all levels.

However, that being said, there is a strong universal code of conduct based on a priori ethics,  which systematically destroys this "self-destruction and mayhem" virus and breaks down every possible barrier to harmony and unity.   The net effect of this universal code of conduct is the creation of a very powerful and unifying force of stakeholders who stand ready to catapult mankind's progress in every sphere and at all levels.

What this means is that, instead of having the world's greatest innovators and entrepreneurs blossoming,  springing and sprouting out  mainly out of Silicon Valley, imagine "the entire world" being one huge Silicon Valley.

Instead of having the world's most brilliant minds and research scientists restricted to certain universities, businesses and capitals of the world, imagine having them in "every corner of the world" thriving and collaborating with each other, making today's strides and accomplishments in science and technology look like child's play.  

Instead of governments doing what we all know that they do so well (a quick hint: it's not good at all)--or  which they concoct in secrecy or openly in the halls of their House of Othello (coercion, wholesale propaganda, illusions and smoke and mirrors)--imagine living in a "really transparent" world.

Instead of nefarious forces around the world orchestrating the next bloodbath, takeover, surrender, capitulation, or conquest in order to achieve their own ends,  imagine unprecedented collaboration around the world in order to solve the next challenges of today's and future generations.

Instead of Neanderthal military alliances and "world-war-inciting," mind-numbing, moronic, idiotic, self-defeating, and childish sanctions governments concoct and impose on each other in order to "try" to achieve their own ends, imagine a world where such period and practice would be confined to the dust bins of history, a time that we would come to realize how "primitive" we were then,  and how far down the bottom of the scale of mankind's evolution we stood.

Instead of hearing world leaders throughout the entire history of mankind articulate, in one form or another, such odious, offensive, lunatic, evil, and morally repugnant comments to the effect that "only the state has a monopoly on the use of force," imagine a world where "no single human being or entity" has any kind of monopoly on the use of force.  

Can you even begin to imagine the "wealth generation effect" of this transcendence to a strong code of conduct based on a priori ethics?  100's of trillions of dollars in new wealth generation would be just the tip of the iceberg.    That's definitely something that a "bona fide capitalist" can relate to.  Bona fide capitalism can only thrive under a Principled Leadership organization.   Capitalism in its current form is what I call "pseudo capitalism" and will always generate the same results.

The emergence of "bona fide capitalism."   As a strong advocate of  "bona fide capitalism,"  this is exactly what capitalism should be about instead of the current "pseudo capitalism" that we currently practice around the world.    While I applaud Bill Gates' concept of  "creative capitalism," it is indeed a good step in the right direction, nonetheless it is but a tiny step, whose rate of progress would take hundreds, if not thousands, of years in order to achieve results that are comparable to those of  "bona fide capitalism."  Why is that, you might say?

The reason is simple:  Bona fide capitalism addresses the very root causes of inequities around the world  and stops them dead in their tracks before they ever get a chance to germinate and gestate,   whereas creative capitalism seeks to cure a disease which has already taken root and infested the body, or seeks to put a band-aid on a wound that has already been inflicted.   In which case,  it becomes obvious that we should side with Benjamin Franklin's "an ounce of prevention is worth a pound of cure" philosophy which is articulated and expressed in "bona fide capitalism."

Substance provides a real foundation in people's lives and serves as an authentic rallying point. When was the last time someone or some organization asked you to participate in something and, no matter how many things they told you and how many reasons they gave you, you weren't at all clear as to what they were about, what they "really" wanted from you, and why you should even bother wasting your time with them.    The reason you feel this way is because you're having a hard time trying to find substance in the information you're being provided.

Well, a "principled leadership" organization cuts through the chase;  cuts the crap out;  gets rid of all the hype, bullshit, manipulative polls and processes that tend to dumb us down or insult people's intelligence; and gives everyone the raw information they need to process in order to determine if it is of substance to them.

That is because, once they find substance in the information provided,  that  makes for loyal supporters and followers as well as a formidable fighting force determined to fight for a cause to the bitter end;  instead of a disillusioned and demoralized army the minute they begin to sustain casualties,  or a bunch of "sunshine patriots and weekend warriors" ready to jump ship at the first sign of rain.    

"People" truly become an organization's most important asset instead of a good slogan.   For most of us, including every single organization on the planet, when we think of what our most important assets are, you can bet your last dollar that "people" will rank at the very bottom of that list, that is, of course,  assuming that it was able to even get on the list.   When people truly feel that they really mean that much to someone or something,  they give them their all - which translates into high productivity, innovation,  and much higher profit.

Conversely, when people feel that they are very dispensable, they also react accordingly (without going into details lest I be accused of fomenting insurrection or putting ideas into people's heads).

Hiring, promotion, and rewards based on "Merit" foster healthy work environment.   Just because you are not a boxer does not mean that you can't tell which boxer in the ring is kicking butt and winning a fight.  For as  long as the fight is fair and the winner gets his just reward, you are going to keep paying your hard-earned money to come watch these fights.

On the other hand, if the boxing referee and judges pronounce a winner on other than performance in the ring, you would be furious and totally disgusted at the whole process and not continue to pay to watch such travesty.

And so it is in every single work environment.  Every single worker is both a spectator and boxer in a ring.  Play fair and they will come everyday to give you their all,  which translates into higher productivity and more profit.

High performance expectations inspire actualization and deter mediocre and low performance team.   Instead of looking for a superstar within a team, why not expect--and insist--that everyone on a team be a superstar "in their own way."   The reason is simple:  people normally rise to the occasion when they clearly know what is expected of them and decide to take on the challenge.   What this means is that, instead of relying on one Michael Jordan, Magic Johnson, Shaq, or LeBron James superstar on a roster of 12 players,  insist on having (or continually strive to have)  a team of 12 superstars who can demoralize the competing team and "win every game" and every championship team award.

High rewards for ALL says that your organization not only talks the talk, but also walks the walk.    Can you imagine asking everybody on your team to perform at Michael Jordan's level, and yet only Michael Jordan receives a superstar compensation package.  What kind of message does that send to the other 11 members of the team?   Better yet, can you imagine only the coach receiving a superstar compensation package.  After all,   a pseudo-argument could be made that,  if it weren't for the coach, the team wouldn't have performed the way it did and, therefore, would not have been entitled to receive any high rewards.

A "principled leadership" organization addresses these inequities in an equitable way by making high-performance a requirement for all instead of  just a few,  and that high rewards must accompany such high performance.

But this isn't all about addressing an inequity or redistribution of wealth, this is good and smart business in hundreds if not thousands of ways.     When an organization focuses on "a few superstars," it ignores all the other superstars out there that it could also have on its team.   All it has to do is insist on making the team an all-inclusive team of superstars.   Just put out the word and they'll come out of the woodwork.   Just imagine what you could do with 12 Michael Jordan types (from a standpoint of excellence) on your team.   To settle for anything less, is an abrogation of your fiduciary duties to your shareholders, the company, all the employees who seek to provide for their families and want economic stability,    and the communities in which they live.

Imagine all the brain power you'll have at your disposal and the resulting fame and publicity that your organization will receive from having such a high concentration of superstars within your organization.  Once the word gets out regarding what your entity or organization is all about, people (from all over the world) will line up in queues and get on long waiting list(s) in order to get a chance to come on board a company that insists on high performance and high rewards, treats their people with respect and dignity,  and encourages ALL of its people to reach their full potential.

But other organizations, entities, schools, businesses, as well as individuals (and, by extension, cities, states, provinces, regions,  and countries) will soon began to take note and, not wanting to be left behind, will also begin to follow your lead; and before you know it,  there will be a critical shortage of Michael Jordan types to go around.     (By the way, I want to be very clear about what I mean when I say "Michael Jordan types," I am referring to people who are committed to excellence in their field.)

That critical shortage of Michael Jordan types will,  in turn, cause entities of all stripes and persuasions to begin to take a long-term view and very pro-active approach to securing high-performance talent.

Instead of waiting for our public schools--which are currently nothing more than prison mills (assembly lines that take our children straight from public school to jails) or babysitting government facilities--to deliver the high-performance talent that these entities will need in order to compete,  they will begin to aggressively "demand" that these public schools do a better job at educating our children;   as well, they will take part in sponsoring these children starting from kindergarten in order to make sure that they get the sort of education, training and experience they will need in order to become high-performance talent.

These entities will not be able to afford to lose all this brain power to the current and utterly corrupt, municipal-judicial-industrial-prison complex.   It's just not good for business and profit.   After all, these municipalities can only give out so many infraction tickets and the justice system has only a limited pool of poor and disadvantaged people, and criminals, to exploit for the purpose of financing their operations.    The industrial-prison part of this complex,  fed by its municipal-judicial  sibling, is financed on the back of all other taxpayers (at the annual tune of $20-50K per inmate).    Business can no longer stand on the sidelines or just rely on any type of H1-B visa program in order to be competitive.     

In a nutshell, high rewards translate into "everybody wins."   This all-inclusive, high performance-high rewards strategy is not only good for business, but also for the stability and economic well-being of the communities in which these workers live.  But it's also good for the entire country that you live in and for the global community at large.

In Conclusion
In conclusion, the "principled leadership" model is deeply integrated into,  interwoven in, and a core component of, the "virtual organization management" discipline.  Moreover,  the "principled leadership model" is synonymous to what I call "bona fide capitalism," capitalism as it was originally meant to be.                   

(Stay tuned for Part 2 - A Global Need ... for Principled Leaders)

About Author:   Pierre Coupet, CEO & Q of Virtual Organization Management is the founder of Virtual Organization Management Institute (VOMI), VOMI Virtual Organization Academy, and Virtual Organization Recruiter; and is also the founder of the modern virtual organization management and virtual organization recruitment disciplines pioneered since 1997. Contact directly at chairman@virtualorganizationinstitute.com; via the Virtual Organization Recruiter community to discuss this article; or via CHAT.
  
Credits:  Stock photo courtesy of freedigitalphotos.net