Within the Principles of Management book, a few highlights from the Decision Making chapter caught my eye. The story of Bernard Ebbers is a good one to learn from because it speaks of rapid growth and of the temptation to settle when it comes to new issues. When WorldCom grew, they found themselves in a place where it was difficult for them to keep up with the new expectations and staff. This started from the top down however, as Ebbers was shying away from any issues and only wanted to hear of issues solved. This really isolated his employees and put a burden on them while he was not involved in the process at all. This led to many of the employees fraudulently putting out false financial reports along with other dishonest techniques when it came to their operations. This made me realize how important it is for a leader to get within a problem alongside his or her followers. Leaders should be servants in a sense where they would be the first to look at the problem and formulate a plan, rather than setting a bad precedence of ignorance. The employees at WorldCom were looking to a bad example which eventually bit their leader back for the worst. Instead, Ebbers should have welcomed the problems the new change saw put forth, to encourage and show employees that with more comes more ethical responsibilities, not permission to bend around ethical decisions.