Organizational good is about character. There are fewer difficulties in modeling character than in teaching it. Boards of Directors hire CEO's who will: 1) carry out their wishes or directives (depending on the degree of autonomy of the board), and 2) model the principles the organization stands for. Usually the CEO is accountable for numbers, that is, profitability, expanding market share and keeping stockholders happy. It is human nature that we tend to look for our qualities in others. Perhaps this is why, in hiring CEO's, boards often overlook or minimize character flaws. As the late Senator Daniel Patrick Moynihan said, "We are getting used to a lot of behavior that is not good for us."

Aaron Feuerstein, the CEO of Malden Mills, a Massachusetts textile manufacturer who values employees and risks profits on their behalf showed his character in 1995 when, just before Christmas, his factory burned down. He pledged to keep paying all 3,000 of his employees while he rebuilt the factory rather than relocate it. Four months after the fire, with more than 70 percent of his employees back on the job the company has exceeded its pre-fire levels of production with $100 million in sales. The new factory has incorporated more energy-efficient manufacturing processes, day lighting and air handling systems, and the development of an upholstery fabric that is fully recyclable.

Sam Walton had a simple dream of giving people high value, low prices, and a warm welcome. Today, Wal-Mart Stores, Inc. employs more than 1.2 million associates worldwide. The company has more than 4,000 stores internationally. It also has expanded online. Customers return to Wal-Mart for more than the prices and selection. It is also because of the people who work there. Prompt, friendly service is a serious matter. This commitment to people means that Wal-Mart takes its responsibilities as a corporate neighbor seriously. Local Wal-Mart stores underwrite college scholarships, raise funds for children's hospitals, participate in recycling and has a "Green Coordinator" that makes each store environmentally responsible, and sponsors a community matching grant program.

Walton built a culture on the simple principle of making the customer No. 1. He had a charm and charisma that made people feel welcome and important. He asked associates to make a pledge: "1 want you to promise that whenever you come within 10 feet of a customer, you will look him in the eye, greet him, and ask if you can help him." This pledge became known as the "10-Foot Attitude." Walton said he learned that one of the secrets of leadership was simple: Speak to people before they speak to you.

In these examples organizational leaders did uncommon things with common values, but most striking is their commitment, tenacity, and zealousness in incorporating values in every facet of their organization. They countered resistance and criticism with enhanced determination. Whether it was textiles or a big-box store, these leaders with strong character were inspired and rewarded by doing good.

Companies that are successful decade after decade, such as Johnson and Johnson, have one thing in common: they have core values that are supported from the top. Companies like Procter and Gamble decided in its infancy during the Civil War not to gouge the military with low-grade soup and candles. Procter and Gamble still thrives. The structure and leadership of organizations change, but core values endure change as long as the organization has leaders who advocate and model them.