Do managers or supervisors…? Discriminate by gender or race Allow unsafe or unhealthy work conditions Discourage criticism Forget or fail to give promised performance reviews or salary increases Have unfair work performance expectations

Does top management…? Ignore long-term problems Live up to our mission statement Provide rewards such as promotions on a basis other than competence Mismanage company funds Really care about employees

When you get answers tabulated consider these thoughts:

Are there ethical issues you uncovered with this survey that surprised and concerned you? Are you setting right example for employees? Are you satisfied that standards of behavior you have set are high enough? Are there items that should be added to this list that are unique to your company or industry? Do you have a policy and procedures manual or employee handbook that sets standards on these issues? Should some of these behaviors be cause for termination of employment?

Honest feedback can be hard to hear. I suggest you work with an industrial psychologist or other professional to help you hear positive message in survey results and formulate a plan of action. The real reward will come later when you administer survey a second time and results have changed for better.

4. Willingness to look at risk. A great CEO isn’t afraid to look at downside and answer hard questions he or she hopes will never become a reality. The CEO needs a backup plan—one that is designed by looking at company’s worst-case scenarios. This plan addresses questions such as: What if your industry experiences a slump? What if new governmental regulations affect your business? What if you lose client that accounts for 50 percent of your sales? Preparing yourself and your company for these eventualities may be difference between a tough year or two and bankruptcy. If you are in business for 20 years, some of your worst-case scenarios will probably happen. The key is to be ready and able to take immediate action to reduce loss.

5. Foresight. It seems some CEOs have an uncanny ability to predict future. They may have unusual insights into their particular markets, and luck may play a part as well. In addition, they are prepared to create their own luck by cultivating an ability to see opportunities for their company and to make deals that convert those opportunities into realities. Some things that may seem like amazing foresight are actually result of hard work and discipline it takes to constantly look forward to build a successful company. Great CEOs must also constantly develop new products to build and retain a customer base. Foresight is also ability to hire and retain right people, looking ahead toward growth of company. Finally, over time, each company must develop a steady source of business during both good economic times and bad, because there are sure to be bad economic times during life of a business.