Leading with Trust

MARCH 20, 2022

I’m sure you’ll enjoy his wisdom about the intersection of character, trust, and ethics. We are prone to make bad, and sometimes unethical judgements when there is greater pressure to “get’er done,” versus to get things done ethically, safely, or legally. Some people would call these virtues and they are.

Ethics 95

Ethics Servant Leader Execution Survey 95

Great Leadership By Dan

OCTOBER 8, 2015

Benchmarking visits by groups of peer leaders to companies in other markets, to share issues and developments, are on the increase. So too is the participation of groups of CEOs in management, economic or psychology conferences where they can exchange notes on emerging ideas sparked by conference sessions.

Agility 120

Agility Short-term Long-term Competitive Advantage 120

Michael Lee Stallard

DECEMBER 9, 2010

We want to be respected, to be recognized for our talents, to belong, to have autonomy or control over our work and our lives, to experience personal growth, and to do work that we believe is worthwhile and in a way that we feel is ethical. It’s how we are wired. We feel more energetic, more optimistic, and more fully alive.

Leadership 400

Leadership Six Sigma Competitive Advantage Consensus 400

N2Growth Blog

DECEMBER 5, 2010

Our responsibility is to respect the ethic. A goal is a specific target and the objectives are the attainment components/benchmarks/hurdles which will lead you toward achieving said goal. Furthermore, the enduring anchor of an organization is found in its values and ethics, not its mission. Vision never drives mission.

Blog 344

Blog Mission Statement Tactics Objective 344

Harvard Business Review

SEPTEMBER 27, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. Some years ago, the then-CEO of Air Products told me that it took his team two months to decide and plan layoffs, two weeks to do them, and two years to recover. As former Procter & Gamble CEO A. But that's not what goes on.

CEO 13

CEO Benchmarking Long-term Banking 13

Harvard Business Review

JUNE 4, 2015

“Ethical situations at work can be cause for alarm, and are also a normal part of doing business,” says Detert. That’s why it’s important to not only know how to recognize an ethical issue but how to raise it — especially one that may be more of a gray area, she says. ” Talk to the perpetrator first.

Ethics 8

Ethics How To Morale Information 8

N2Growth Blog

AUGUST 5, 2010

Rather they should benchmark their decisions against the question of “is it the right thing to do?” I don’t know about you, but it’s almost as if we have raised a generation of leaders who feel they have a moral and ethical obligation to be politically correct – WRONG. How sad is this? Are these extreme statements?

Politics 317

Politics Blog Leadership Diversity 317

Harvard Business Review

MAY 25, 2017

The Commonwealth Bank’s shareholders were reacting to the board’s annual Remuneration Report, which contained a recommendation that the CEO be granted a bonus based on what critics saw as “soft” measures. Should CEO performance be assessed only on “hard” measures? It has no intention of doing so.

TSR 9

TSR Banking Committee Incentives 9

Harvard Business Review

AUGUST 5, 2015

His administration followed up by instituting massive public sector scholarship programs; rigorous assessment practices focused on potential; extensive development and training, including exemplary rotations and milestone courses; and outstanding promotion, recognition, and salary benchmarking practices to match private employers.

GDP 8

GDP Porter Education Globalization 8

Harvard Business Review

JUNE 11, 2014

The Silicon Valley office with its pool tables, free-flowing beer, and hoodie-clad CEO is a cultural cliché, but many offices are becoming more casual – not only more relaxed socially, but also in their policies and processes. Don’t: Use your old company as a benchmark of how things ought to get done. Be authentic without oversharing.

Process 8

Process P&L Case Study Software 8

Strategy Driven

JULY 17, 2015

Topics discussed include the society that produced business scandals, accountants and auditors, pedestals upon which CEOs are placed, spin doctoring, compensations and accountability issues with managers. Failure to benchmark results and accomplishments. That the CEO can make or break the company single-handedly.

Self-aware 50

Self-aware System Open-book Learning-by-Doing 50

Strategy Driven

APRIL 17, 2015

Topics discussed include the society that produced business scandals, accountants and auditors, pedestals upon which CEOs are placed, spin doctoring, compensations and accountability issues with managers. Failure to benchmark results and accomplishments. That the CEO can make or break the company single-handedly.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Strategy Driven

MARCH 4, 2011

Topics discussed include the society that produced business scandals, accountants and auditors, pedestals upon which CEOs are placed, spin doctoring, compensations and accountability issues with managers. Failure to benchmark results and accomplishments. That the CEO can make or break the company single-handedly.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Harvard Business Review

OCTOBER 17, 2017

Today, we see growing interest in new business benchmarks and in potential breakthrough materials and forms of energy. This point was underscored by Unilever CEO Paul Polman when he courageously told short-term investors who did not support sustainability efforts not to buy his company’s shares.

Morale 8

Morale EPS Supply Chain Politics 8

Strategy Driven

DECEMBER 2, 2011

Curiously, that charity has been clouded by public investigations of questionable ethics and dubious fund-raising practices. They pay great sums to so-called ‘political consultants’ but will not consider asking CEOs and seasoned business executives for meaningful policy advice. Examine and benchmark the reasons and results.

Committee 52

Committee Learning-by-Doing Consultative Budgeting 52

Strategy Driven

MARCH 11, 2011

Thus, when Lay (CEO of Enron) was chairing a charity drive, Lay asked for 100% participation from the client’s firm, and the client reciprocated by edicting donations from his 200+ employees. This client was a prime example of a leading CEO who served his community, profession and firm well. Accounting. ’ Lawyers.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57