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Eugenio Garza Sada

Don Eugenio
Don Eugenio

To talk of Don Eugenio Garza Sada, is to describe a tireless worker, a man of few words and with a precise manner of speaking. Don Eugenio was renowned not only as a successful businessman, but also as an active promoter of the development of his community, constantly acting congruently, with enormous simplicity and a deep sense of humanity, focused on the improvement of all those who surrounded him, without distinction.

 

IDEOLOGY OF DON EUGENIO GARZA SADA

To talk of Don Eugenio Garza Sada, is to describe a tireless worker, a man of few words and with a precise manner of speaking. Don Eugenio was renowned not only as a successful businessman, but also as an active promoter of the development of his community, constantly acting congruently, with enormous simplicity and a deep sense of humanity, focused on the improvement of all those who surrounded him, without distinction.

Don Eugenio defined the Cuauhtémoc Ideology -also known as the "Don Eugenio Garza Sada Ideology"- long before companies talked about codes of ethics or mission statements. This document contains 17 personal principles and concepts, and was distributed among his colleagues, with the request to keep it in a visible place in their offices; he was the first to set an example. The Ideology remains to date as a life example for the new generations.


I. Recognize the merit of others.


For the role they may have played in the success of the company, mentioning it spontaneously, promptly and publicly. To take credit for that, to attribute to oneself the merit that belongs to those who work through their own self-motivation, would be an ignoble act, it would cut off a source of affection and would not allow the executive to behave appropriately.


II. Control one´s temper.


One should have the ability to resolve any problem or situation peacefully and reasonably, regardless of how irritating the provocations may be that must be tolerated. Those who are not capable of controlling their own impulses and expressions, cannot act as leaders of a corporation. The true executive abdicates the right to anger.


III. Never mock others.


Do not make fun of anyone or anything. Avoid hurtful jokes or those with double meanings. Keep in mind the damage that sarcasm causes; it never heals.


IV. Be polite.


Don’t be overly formal, but do make sure that others find being in your company enjoyable.


V. Be tolerant.


Of the diversities that may be found in race, color, manners, education or in the idiosyncrasies of others.


VI. Be punctual.


Those who cannot keep their appointments will soon become an encumbrance.


VII. If you are vain, you must hide it.


As if it were the most intimate secret. An executive cannot show arrogance or self-complacency. Often the failures of famous men confirm the adage, “pride comes before a fall”. If you begin to say that other employees are incompetent, or that clients are miserly and foolish, you are looking for trouble.


VIII. Do not alter the truth.


You must think before speaking and keep your promises. Half-truths may hide mistakes, but only for a short time. Lies are like a boomerang.


IX. Let others speak.


Especially collaborators, until they reach the true crux of the problem, even if you have to listen to them patiently for an hour. You would make a poor director, if you dominate the conversation instead of limiting yourself to guiding it.


X. Express yourself concisely.


With clarity and completeness, especially when giving instructions. It is always helpful to have a dictionary close by.


XI. Refine your vocabulary.


Eliminate interjections. Vulgarity and familiarity weaken expressions and create misunderstandings. Great parliamentarians never used a single vulgar expression to destroy their enemies verbally.


XII. Be sure to enjoy your job.


Having hobbies and interests in other things is positive, but if going to work on Saturdays or working overtime becomes a sacrifice, you need a vacation and a job somewhere else.


XIII. Recognize the enormous value of the manual worker.


Whose productivity makes the management position possible and affirms the future of both.


XIV. Think on the benefit of the business over your own.


This is a good tactic. Fidelity to the firm promotes self-benefit.


XV. Analyse over and above the inspiration or intuition.


This should be the prerequisite of action.


XVI. Dedication to work.


This benefits the individual, the firm and society as a whole, being similar to the priesthood.


XVII. Be modest.


It must be understood that they have nothing to do with a person’s worth - the size of a car or home, or the number of friends or clubs that one belongs to, luxuries, or the sign on the office door - and if these things mean more than a job well and quietly done, and the knowledge and spiritual refinement to acquire them, then a change of attitude or job is called for.