????3. 依品行解雇人,。

????詹·利姆和美捷步網(wǎng)站首席執(zhí)行官謝家華共同創(chuàng)立了旨在傳播幸福生活理念的公司Delivering Happiness（deliveringhappiness.com）并擔任CEO。她向全世界的企業(yè)負責人展示了如何構建一個成功的團隊,。上周早些時候,，我有幸在美國演說家協(xié)會的年會上聆聽了她的感人演說。利姆建議：“招人要慢,，炒人要快”,。她還說，這兩項工作都應該以公司的價值觀為基礎,。

????不過,，從東芝近況就能看出，公司價值觀有時并不光彩,。

????對任何企業(yè)來說,，長期成功的關鍵價值之一就是誠實,。

????20世紀90年代初，我在內布拉斯加州林肯市的蓋洛普研究所參加了為期一周的管理研討會,。當時該研究所的擁有者,、已故的偉大人物唐納德·克里夫頓（繼承克里夫頓衣缽的包括同為作家兼學者的湯姆·拉斯和馬庫斯·白金漢）在我們的研討班上說，蓋洛普開除了一名編造數(shù)據(jù)的員工,，盡管后者只這樣做了一次,。

????這樣的反應是否太過嚴厲了呢？

????《財富》主編艾倫·莫里覺得這樣做并不過分,。他對我說,，企業(yè)最寶貴的資產(chǎn)就是人們的信任，所以“任何有可能讓它失去公眾信任的東西對蓋洛普的工作都是生死攸關的威脅,?！?/p>

????莫里說：“想一想，是什么讓品牌那么有力量,，就是信任,。看到這些品牌時,，大家就會覺得自己能得到可靠的東西……我就把維護公信力作為自己的最高目標,。”

????不光是企業(yè),，員工不誠實在任何領域都會導致失敗,。政治顧問、《候選人的十大最嚴重失誤》（The 10 Worst Mistakes Candidates Make）一書的作者杰伊·湯森德指出,，在履歷中添油加醋的人都為自己栽大跟頭埋下了伏筆,。

????上周五上午，杰伊在Skype上對我說：“我在肯塔基州參加競選工作時看到了一位國會議員候選人的簡歷,。當時他是州參議員,，自稱畢業(yè)于美國海軍學院，拿到了計算機科學學士和碩士學位,。我打電話向該學院求證此事,，對方卻回答說‘對不起，先生,，這個人不是我們的畢業(yè)生,。他在這兒上過一個學期，然后就退學了,。而且我們的計算機系根本就沒有開研究生課程,。’”

????杰伊說：“這個人多年來一直在說瞎話。此事被選民發(fā)現(xiàn)搞得他焦頭爛額,。他是共和黨,，那兒是共和黨支持率最高的地區(qū)之一，但他卻落選了,，而且輸?shù)牟皇且稽c半點,。”

????只關注應聘者的知識和技能是錯誤做法,，同樣的,，僅僅因為沒有業(yè)績而開除員工也不對?？纤莸拿癖娮屢晃还珓諉T下崗的原因實際上是說謊,。如果早開除了那些不誠實的人（包括CEO），東芝也許就不會有現(xiàn)在這些麻煩了吧,？

????請大家稍等,，我再補充兩句。

????明智的公司在招人,、提拔人和開除人的時候不光要看知識和技能,，還要看品行，這說起來很容易,。但在實際操作中它意味著什么呢,？

????在今后的專欄文章中，《財富》雜志管理欄目將探討品格優(yōu)秀的員工具有的十種品質,，以及企業(yè)如何判斷求職者和員工有多少這樣的品質。

????敬請繼續(xù)關注?。ㄘ敻恢形木W(wǎng)）

????本文作者布魯斯·韋恩斯坦有“倫理者”之稱（他的網(wǎng)站是www.theethicsguy.com）,，他是一位主題演講人和企業(yè)倫理、管理以及品格培訓師,。他的最新著作是《那些好人：品格高尚員工的十大品質》,。

????譯者：Charlie

????校對：詹妮

????3. Fire for character.

????Jenn Lim is the CEO of Delivering Happiness, a company she founded with Zappos.com CEO Tony Hsieh. She shows business leaders around the world about how to build successful teams, and I was fortunate to hear her moving speech earlier this week at the annual convention of the National Speakers Association. “Hire slowly, fire quickly,” Lim advises, and adds that both activities should be based on the company’s values.

????But as Toshiba’s recent history demonstrates, sometimes a company’s values are dishonorable.

????One value that is essential for the long-term success of any organization is honesty.

????In the early ’90s, I took a weeklong leadership seminar at the Gallup Institute in Lincoln, Nebraska. Its owner at the time, the late, great Donald O. Clifton (whose protégées include Tom Rath and Marcus Buckingham), told my class that Gallup fires an employee who fudges data, even if that employee has done this only once.

????Isn’t this response rather harsh?

????Alan Murray, Fortune’s editor, doesn’t think so. A company’s greatest asset, he told me, is the trust that people have in it, so “anything that has the potential to damage that public trust is an existential threat to the center’s work.”

????“When you think about what makes brands powerful,” he continued, “it’s all about trust. The public has a certain understanding that what they’re getting when they see that brand is something they can count on … I see maintaining the public’s trust as my highest purpose.”

????Dishonesty in an employee is a death knell in every field, not just business. Jay Townsend, a political consultant and the author of The 10 Worst Mistakes Candidates Make, says that people who embellish their resumes set themselves up for a nasty fall.

????“I worked on a race in Kentucky once and reviewed the resume of one of the candidates who was running for U.S. Congress” Jay told me via Skype Friday morning. “He was a sitting state senator, and he said he’d graduated from the U.S. Naval Academy with both an undergraduate and a master’s degree in computer science. When I called the Academy to verify this, I was told, ‘I’m sorry, sir, but this person never graduated from here. He was here for one semester and dropped out. We don’t even offer a master’s degree in computer science.’”

????“The man had been lying for years,” Jay said. “When voters learned that, he was cooked. He was running as a Republican in one of the most Republican districts in the country. He lost, and it wasn’t even close. ”

????Just as it’s a mistake to look only at a job candidate’s knowledge and skill when making hiring or promoting decisions, it’s also wrong to fire employees only because their performance is lacking. The citizens of Kentucky essentially fired a government official for lying. How might Toshiba have avoided its current problems if it had gotten rid of the dishonest people in its midst (including its CEO) earlier?

????But wait—there’s more!

????It’s easy say that smart companies should hire, promote, and fire for character as well as knowledge and skill. What does this mean, however, in practical terms?

????In future columns for Fortune’s leadership channel, we’ll look at 10 qualities that high-character employees possess and how companies can determine the degree to which job candidates and current employees possess these qualities.

????Stay tuned!

????Bruce Weinstein, The Ethics Guy, is a keynote speaker and corporate trainer in ethics, leadership, and character, and his latest book is The Good Ones: Ten Crucial Qualities of High-Character Employees.