374 Global Ethics for Leadership
selected non expert members of the public with some amusement. To
them, a fair trial involves appearing before a panel of professional judg-
es. As a result of history and the way the legal system has developed the
system is quite different, but I am confident that in each country the sys-
tem that has evolved does in fact deliver a fair trial.
29.3 The Consequences of not Living up to Professed
Values
29.3.1 Fire a Genius for Behaviour?
It is essential that the practices of a company are seen to be aligned
with its declared values. Nothing induces greater cynicism than a man-
agement which through its actions does not reflect the values of the
company. Going back to the issue of respect for people I recall a manag-
er with whom I worked who delivered excellent financial results. He
was a very able person and in fact his leadership was in many ways
charismatic. Many people in his team worked for him with enthusiasm.
But he was also a bully; he could and did reduce people to tears of hu-
miliation and terror. I personally do not believe that this is compatible
with values which call for respect for people. When after several discus-
sions which did not lead to any change, we agreed that it was best for all
concerned if he left the company. Had he stayed, not only would his
career have been limited but more importantly, flouting the values of the
company would be seen by all to have been tolerated. I thought of this
when listening to a talk by the biographer of the late Steve Jobs. Jobs
was clearly a brilliant man, and also one who commanded a loyal and
devoted following which under his leadership have produced remarkable
products. But I also got the impression that he had a darker side and
could be very tough on individuals, to say the least. I fell to wondering if
I would have found his behaviour towards individuals acceptable within
Shell. Not having known him or worked with him I have no idea wheth-