Character and Responsibility
So many times we hear of celebrities, sports figures, business executives or maybe even ourselves speak of protecting our reputation—our good name.
Character is what you really are.
To Thos. J. Watson Sr. there was a person’s reputation; and then, there was personal character. The two stood apart. To him character was preeminent and intimately linked with responsibility. He felt that it took moral courage and spiritual strength to “accept responsibility.”
Today a Chief Executive Officer, can sit before Congress and claim plausible deniability—that they could never possibly know what is going on within the vastness or complexity of their corporation. It is hard to envision that Thos. J. Watson Sr. would have ever used such a legal tactic or hide from his responsibilities.
He internalized his responsibility for his company’s actions. He spoke words of individual responsibility for himself and demanded it of his team. He constantly stressed the need for each individual to initially adhere to and understand corporate policy; but if in doubt; they should feel comfortable bringing those questions to the executive—even to him if necessary. To accomplish this closeness with his team, he made himself approachable to the common worker. His executives followed his example.
Many times he was blunt and straightforward—if you disagreed with the policy, if you had the discussion with your executive and you still disagreed, you should resign. To him that was in the best interest not only of the company but the individual.
Thos. J. Watson Sr. accepted personal responsibility during The Depression. His character—the essence what he really was inside—was determined to stabilize and increase employment; to collect, retain and promote good men; to increase wages; to improve safety conditions and to pay consistent and growing dividends. He held up The IBM as the model, an example of humanity’s ability to cooperate—not just domestically but internationally.
To him, “strength of character is the one basic trait which will be found in all people who achieve greatness.” There is no doubt that he desired greatness. Greatness though could never be found down a path of irresponsibility. For him, greatness was only be found down a path bounded on one side by character and on the other by responsibility.
Although he definitely cared about protecting his reputation, ultimately it was character that defined any path for him, his people or his organization. It was unacceptable for him or anyone associated with The IBM to stray from that path. He looked for, demanded and expected individual strength of character within community, business and government. Although in the area of government, he avoided finger pointing by saying, “It is our problem as individuals because the government is our government.”
He was a Citizen of the United States of America.
He was the Chief Executive Officer of The IBM.
He was, in his heart and soul, an IBM Caretaker—an IBMer
To him, there were no greater positions in life—no greater responsibilities.
He achieved greatness because of his strength of character.
And, he invited us all along for the ride.
Today a Chief Executive Officer, can sit before Congress and claim plausible deniability—that they could never possibly know what is going on within the vastness or complexity of their corporation. It is hard to envision that Thos. J. Watson Sr. would have ever used such a legal tactic or hide from his responsibilities.
He internalized his responsibility for his company’s actions. He spoke words of individual responsibility for himself and demanded it of his team. He constantly stressed the need for each individual to initially adhere to and understand corporate policy; but if in doubt; they should feel comfortable bringing those questions to the executive—even to him if necessary. To accomplish this closeness with his team, he made himself approachable to the common worker. His executives followed his example.
Many times he was blunt and straightforward—if you disagreed with the policy, if you had the discussion with your executive and you still disagreed, you should resign. To him that was in the best interest not only of the company but the individual.
Thos. J. Watson Sr. accepted personal responsibility during The Depression. His character—the essence what he really was inside—was determined to stabilize and increase employment; to collect, retain and promote good men; to increase wages; to improve safety conditions and to pay consistent and growing dividends. He held up The IBM as the model, an example of humanity’s ability to cooperate—not just domestically but internationally.
To him, “strength of character is the one basic trait which will be found in all people who achieve greatness.” There is no doubt that he desired greatness. Greatness though could never be found down a path of irresponsibility. For him, greatness was only be found down a path bounded on one side by character and on the other by responsibility.
Although he definitely cared about protecting his reputation, ultimately it was character that defined any path for him, his people or his organization. It was unacceptable for him or anyone associated with The IBM to stray from that path. He looked for, demanded and expected individual strength of character within community, business and government. Although in the area of government, he avoided finger pointing by saying, “It is our problem as individuals because the government is our government.”
He was a Citizen of the United States of America.
He was the Chief Executive Officer of The IBM.
He was, in his heart and soul, an IBM Caretaker—an IBMer
To him, there were no greater positions in life—no greater responsibilities.
He achieved greatness because of his strength of character.
And, he invited us all along for the ride.
- Read "On Character and Responsibility " by Thos. J. Watson Sr.
