Speaking

Business Ethics –
Walking the Moral Tightrope.

Business owners, executives and managers often find themselves walking a moral tightrope – trying to balance doing what’s right with doing what’s most profitable.

Stockholders, customers, employees and suppliers are all watching and waiting to see if you’ll fall short of meeting their expectations. Once you’ve lost your balance, there’s no safety net for your integrity, or your company, to bounce back from.

Running an ethical AND successful business doesn’t have to be a death-defying act.

“People of integrity don’t abandon their values and principles under pressure. They know that times of adversity and temptation are precisely when values and principles matter most. They keep promises. They fulfill obligations. They maintain their honor even when it is costly to do so.”

— Pat Williams, Vice President, Orlando Magic
Source: New Man Magazine, November/December 2007

David M. Armstrong

About David M. Armstrong

David M. Armstrong, the storytelling CEO of Armstrong International, leads a 108-year old family-owned company that has more than 1,000 employees.

In addition to running an ethical, profitable business serving Fortune 1,000 companies, he has authored several books and has given dozens of speeches on business ethics and how you can win without losing your soul in the process.

Interested in having David Armstrong speak to your group?

If you’d like to learn more about how David can help your team win while staying on the straight and narrow, email us now or call David Casterline at 269-279-3369 and we’ll send you a DVD highlighting some of David’s speaking engagements.

We’ll follow-up with you to learn more about how David can support your business ethics initiatives. We’ll also send you an autographed copy of his best-selling book, Managing By Storying Around.

Managing by Storying Around

Tom Peters on Managing by Storying Around:

Managing by Storying Around is timeless, because storytelling’s power is timeless. But it’s timely, too, very timely. The marketplace is demanding that we burn the policy manuals and knock off the incessant memo writing; there’s just no time. It also demands we empower everyone to constantly take initiatives. It turns out stories are a – if not the – leadership answer to both issues.”