Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
This document discusses strategies for early intervention in juvenile justice. It notes that Florida transfers more youth to the adult criminal system than any other state. While juvenile crime rates have dropped significantly in recent decades, harsher penalties may increase recidivism. The document advocates for prevention and intervention programs that address root causes at the individual, community, and societal levels to help deter criminal activity and support healthy development among youth.
Here are some potential advantages and disadvantages of emphasizing person-organization fit when hiring:
Advantages:
- Employees who fit the culture will be more satisfied and committed to the organization. They will share the same values which can improve collaboration.
- It ensures the culture is maintained and strengthened over time as new people who fit are added.
Disadvantages:
- The organization may miss out on talented candidates who do not perfectly fit but could still be successful. Diversity of thought could be reduced.
- Defining and assessing fit can be subjective and lead to bias in hiring if not done carefully. It reduces the potential hiring pool.
- The culture may become too inward focused and resistant to change if only people
Nick Howard: Building Trust in LeadershipEdelman_UK
According to the 2012 Edelman Trust Barometer, regular employees now have more credibility than CEOs when providing information about a company. This represents a major shift that has implications for how internal communicators engage employees and leaders. While traditional corporate communications are distrusted, empowering employees and leaders to advocate for the company through social media and by building stronger customer relationships can help rebuild trust over time. Internal communicators must support leaders to engage authentically with employees through tools and resources that make transparent and candid dialogue easy.
This document discusses ethics and corporate governance. It provides an overview of ethics concepts like integrity, codes of conduct, and creating an ethical culture. It discusses the role of leadership and management in promoting ethics. Specific ethical issues in industries like construction and situations like the HP spying scandal are analyzed. The role of independence for accountants and situations that could impair independence are also summarized.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Alta Gracia: Work With Salario Digno Progress ReportGSEI_Georgetown
This report provides an update on the Alta Gracia apparel factory in the Dominican Republic, which pays workers a living wage that is over 3 times the local minimum. After 18 months:
1) Alta Gracia is transforming workers' lives, illustrated by individual stories of improved standards of living. There are signs of positive community impacts as well.
2) Production efficiencies have offset some higher costs, through low turnover, absenteeism, and workers taking responsibility for productivity and quality.
3) Consumers respond favorably to Alta Gracia's equal or better quality products at comparable prices. However, sales have not met expectations due to limited bookstore display space.
4
The Momentum Project aims to increase the impact of social entrepreneurs by consolidating and enhancing the funding model for the program, which can generate increased social and economic value around the world. Momentum has two sub-goals: the development of a program to solidify and enhance the impact of social entrepreneurs, and the creation of an ecosystem to support social entrepreneurship. Recent investments indicate an emerging impact investing industry is forming around positive social change through alternative funding strategies.
Coaching On Character And Ethics TranscriptTom Floyd
Most successful managers know how to avoid the obvious ethical lapses. But sometimes small mistakes can derail the success of a department, a company and a career.
Paul Wolfowitz recently lost his job as head of the World Bank over concerns about his personal relationship with a bank employee.
The CFO of Wellpoint Health was recently ousted after allegations surfaced about extra marital affairs.
Why do high performing, very smart people find themselves in these situations?
How can executive coaching help prevent self- sabotaging behaviors?
Guests
* Phyllis Davis, Author/Authority on Ethics
* Marjorie Doyle, Global Practice Leader, LRN
* Linda Livingstone, Dean, Graziadio School of Business at Pepperdine University
* Diana Scott, Co-chair, National Labor and Appointment Practice; Greenberg Taurig
Summary
A 2005 National Business Ethics Survey stated the most common types of unethical misconduct observed by employees range from abuse or intimidating behavior to discrimination and
sexual harassment.
Some experts on ethics and etiquette believe it’s impossible to teach ethics past the age of 21.
Can ethics coaches resolve these concerns?
Our guests discuss a variety of topics from what causes unethical conduct, to the bullying that causes it to go unreported, to mentoring and coaching strategies that create an ethical business environment.
This document discusses strategies for early intervention in juvenile justice. It notes that Florida transfers more youth to the adult criminal system than any other state. While juvenile crime rates have dropped significantly in recent decades, harsher penalties may increase recidivism. The document advocates for prevention and intervention programs that address root causes at the individual, community, and societal levels to help deter criminal activity and support healthy development among youth.
Here are some potential advantages and disadvantages of emphasizing person-organization fit when hiring:
Advantages:
- Employees who fit the culture will be more satisfied and committed to the organization. They will share the same values which can improve collaboration.
- It ensures the culture is maintained and strengthened over time as new people who fit are added.
Disadvantages:
- The organization may miss out on talented candidates who do not perfectly fit but could still be successful. Diversity of thought could be reduced.
- Defining and assessing fit can be subjective and lead to bias in hiring if not done carefully. It reduces the potential hiring pool.
- The culture may become too inward focused and resistant to change if only people
Nick Howard: Building Trust in LeadershipEdelman_UK
According to the 2012 Edelman Trust Barometer, regular employees now have more credibility than CEOs when providing information about a company. This represents a major shift that has implications for how internal communicators engage employees and leaders. While traditional corporate communications are distrusted, empowering employees and leaders to advocate for the company through social media and by building stronger customer relationships can help rebuild trust over time. Internal communicators must support leaders to engage authentically with employees through tools and resources that make transparent and candid dialogue easy.
This document discusses ethics and corporate governance. It provides an overview of ethics concepts like integrity, codes of conduct, and creating an ethical culture. It discusses the role of leadership and management in promoting ethics. Specific ethical issues in industries like construction and situations like the HP spying scandal are analyzed. The role of independence for accountants and situations that could impair independence are also summarized.
Coaching Nonprofit And Charity Leaders TranscriptTom Floyd
Non-profit and charity leaders often are hailed for the altruistic deeds and missions of their organizations, most of which are largely central to the health and well-being of society.
However, with a continual reliance on fundraising, volunteers or public policy, non-profit leaders face a unique kind of pressure and stress, one where the line between personal and professional lives can more easily get blurred, often leading to burnout and high turnover.
How can coaching help non-profit/charity leaders succeed both professionally and personally?
What are the differences and similarities to coaching a non-profit leader versus a CEO, and what lessons can be learned from the private and public sectors?
Guests
* Bill Bothwell, Partner, Orrick, Herrington & Sutcliffe
* Kathleen Enright, Founding Executive Director, Grantmakers for Effective Organizations
* Martha Lasley, Founding Partner, Leadership That Works
* Don Listwin, Founder and Chairman, Canary Foundation
Summary
According to Giving USA 2005, an annual report focused on the non profit sector, charitable giving rose 5 percent to nearly $250 billion in 2004.
However, some reports including The Charitable Impulse, indicate that typical donors haven’t been receptive to some non profit organizations starting to act like big businesses, and additional data from sources like the January 2006 Harris Interactive Donor Pulse Survey highlight that one-third of U.S. adults have less than positive feelings toward America’s charitable organizations.
What are the challenges facing today’s non profit leaders, and how are these trends impacting them?
Our panel of experts address these questions, and discuss how coaches who work in the non profit sector have been able to help.
Alta Gracia: Work With Salario Digno Progress ReportGSEI_Georgetown
This report provides an update on the Alta Gracia apparel factory in the Dominican Republic, which pays workers a living wage that is over 3 times the local minimum. After 18 months:
1) Alta Gracia is transforming workers' lives, illustrated by individual stories of improved standards of living. There are signs of positive community impacts as well.
2) Production efficiencies have offset some higher costs, through low turnover, absenteeism, and workers taking responsibility for productivity and quality.
3) Consumers respond favorably to Alta Gracia's equal or better quality products at comparable prices. However, sales have not met expectations due to limited bookstore display space.
4
The Momentum Project aims to increase the impact of social entrepreneurs by consolidating and enhancing the funding model for the program, which can generate increased social and economic value around the world. Momentum has two sub-goals: the development of a program to solidify and enhance the impact of social entrepreneurs, and the creation of an ecosystem to support social entrepreneurship. Recent investments indicate an emerging impact investing industry is forming around positive social change through alternative funding strategies.
The document discusses the declining trust in large institutions and traditional sources of information. It argues that banks need to embrace social responsibility and adopt a new, more authentic strategy focused on personal experiences, continuing dialogue, and on-the-ground reality rather than top-down messaging. This is necessary because people now trust other individuals and peers more than CEOs, experts, or brands. The crisis has made it so governments, banks, and regulators can no longer claim to have control over the situation or end the crisis with every small step.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
This document discusses the challenge for communications professionals to increase their visibility and influence within organizations. It notes that while CEOs see effective internal communication as important, only 22% say it is delivered effectively currently. The document then outlines some of the challenges communications faces, such as helping others understand its value and how it has changed. It discusses how communications can move from just doing work to advising leaders by gaining access and trust. Finally, it argues that communications should have a seat at the board table and that reputation should be a board priority, as stakeholders' perceptions significantly influence willingness to recommend a company.
The document discusses the shift from the "Institutional Era" to the "Human Era" in business. In the Human Era, trust in institutions has declined and consumers expect more transparent, personalized relationships with companies. To succeed in this new environment, companies need to take a human-centered approach by focusing on building authentic connections, listening to customers, being transparent, and prioritizing relationships over short-term gains. The document outlines the key characteristics of a "Human Era" company, including demonstrating empathy, communicating openly and honestly, empowering individuals, and making the customer experience a cultural priority.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
The rise of the Human Era has precipitated a fundamental shift in the value equation, which has profound implications for brands and organizations. Value creation has become not only more intimate and personalized, but more cooperative and inclusive.
By John F. Marshall
Senior Partner, Global Director of Strategy, Lippincott
And Graham Ritchie
EVP, Chief Strategy Officer, Hill Holliday
Who Can Benefit from this Report?
This white paper is a must read for any professional regardless of whether they are in purchasing or not as it examines the very culture that defines a corporation, and ultimately determines its ability to survive and thrive in the emerging global economy.
Referencing a diverse set of reports and studies including a Chief Procurement Officers panel discussion, the reader is assured of gaining insights from the previously uncharted waters of executive thought process.
This document introduces the 14th annual Nonprofit Times Power & Influence Top 50 list, which recognizes the 50 most influential nonprofit executives of the past year. It provides brief profiles of several executives who made the list, including their organizations and accomplishments. The executives represent a range of nonprofit disciplines including health, education, foundations, and more. The list will be celebrated at an upcoming gala in Washington D.C.
The current economic crisis will impact home and retirement account values for years to come, but where it may have the biggest impact is in corporate reputations, where even the most respected brands in the financial services world have seen trust for their leadership and institutions drop to all time lows.
Role stress and ethical dilemmas often arise from conflicts between job demands and responsibilities. Salespeople may face stress when customers expect incentives that go against company policy. An advertisement maker for Nuveen Investments faced a dilemma between being creative and potentially misleading viewers. Differential association theory suggests people learn ethics from those they interact with, so young managers may follow unethical superiors to show loyalty. Whistleblowers who expose wrongdoing often face negative consequences like job loss and threats.
Here are the key points from the case:
- Boards must provide attachments and supplemental documents with meeting agendas to satisfy the OPMA notice requirement. Failure to do so renders the agenda meaningless.
- The only exception is if the Board has a good faith belief that certain attachments are privileged or exempt from disclosure under OPRA, OPMA or common law. Simply citing copying costs is not sufficient grounds to withhold attachments.
- This case established that OPMA requires more robust notice of meeting topics/issues than just a bare bones listing. Attachments are considered an integral part of fully informing the public.
The document discusses strategies for pushing boundaries in an increasingly diverse landscape. It recommends understanding the context, behaving like a challenger brand, applying lean startup principles, collaborating with experts, solving problems for your audience, and finding opportunities where analog and digital intersect. Experts note that lean startup can be applied broadly and that collaboration is key to unlocking big ideas.
The document discusses several key issues regarding public relations (PR) and ethics: 1) PR faces ethical questions because it must be creative and competitive while balancing multiple duties to stakeholders; 2) ethical decision-making is complicated by factors like uncertain consequences and mixed outcomes; 3) personal interpretations of ethics codes can create conflicts, so codes should be clearly defined and aligned with personal moral beliefs. It also outlines norms that can guide ethical PR practices, such as utilitarianism, social responsibility, and treating all people equally.
This document discusses the trend of companies moving away from "goodwashing" and towards creating shared value. As consumers expect more transparency and accountability, companies are focusing on effecting real change through their business models rather than just token CSR efforts. This includes being open about flaws and plans for improvement. With information easily accessible online, companies must demonstrate their positive social impact in a clear, visual way. Those that don't become more responsible and sustainable will lose ground to competitors.
This document provides a literature review and overview of corporate social responsibility (CSR) with three main points:
1) It traces the history and evolving concept of CSR from early business philosophers to modern definitions that aim to strategically benefit both business and society.
2) It examines different types of CSR activities including "pet projects, philanthropy, propaganda, and partnering" and argues partnering can create the most shared value.
3) It discusses challenges businesses face in achieving strategic CSR and the most common motivation being reputation rather than creating social and financial value.
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
Class Lecture: Knowledge Work, Leadership and Social indentityJohn J. Sarno
In today’s modern workplace, where the primary resource is knowledge, collective knowledge building is a key strategic task. Production machinery remains present, but unlike physical production, knowledge-sharing and teamwork rely on strong interpersonal relations. Further, to the extent that knowledge, and other intangible assets, becomes the indispensable ingredient for value-added work, the nature of the work and the social identity of the worker are changing.
The Reputation Complex - Navigating the Blur in a Liquid WorldMSL
The 'Reputation Complex' is a moving combination of various reputational factors, components and drivers that are linked in a close and complicated way. This combination brings with it, for all organizations, equal risks and opportunities – the first to be managed and the second to be exploited in the right manner.
MSLGROUP's SVP and Chief Strategy Officer, Pascal Beculer shares his thoughts on the fast transformation of Reputation Management, everywhere in the world, and what it means for our clients and for us.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
The document discusses the declining trust in large institutions and traditional sources of information. It argues that banks need to embrace social responsibility and adopt a new, more authentic strategy focused on personal experiences, continuing dialogue, and on-the-ground reality rather than top-down messaging. This is necessary because people now trust other individuals and peers more than CEOs, experts, or brands. The crisis has made it so governments, banks, and regulators can no longer claim to have control over the situation or end the crisis with every small step.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
This document discusses the challenge for communications professionals to increase their visibility and influence within organizations. It notes that while CEOs see effective internal communication as important, only 22% say it is delivered effectively currently. The document then outlines some of the challenges communications faces, such as helping others understand its value and how it has changed. It discusses how communications can move from just doing work to advising leaders by gaining access and trust. Finally, it argues that communications should have a seat at the board table and that reputation should be a board priority, as stakeholders' perceptions significantly influence willingness to recommend a company.
The document discusses the shift from the "Institutional Era" to the "Human Era" in business. In the Human Era, trust in institutions has declined and consumers expect more transparent, personalized relationships with companies. To succeed in this new environment, companies need to take a human-centered approach by focusing on building authentic connections, listening to customers, being transparent, and prioritizing relationships over short-term gains. The document outlines the key characteristics of a "Human Era" company, including demonstrating empathy, communicating openly and honestly, empowering individuals, and making the customer experience a cultural priority.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
The rise of the Human Era has precipitated a fundamental shift in the value equation, which has profound implications for brands and organizations. Value creation has become not only more intimate and personalized, but more cooperative and inclusive.
By John F. Marshall
Senior Partner, Global Director of Strategy, Lippincott
And Graham Ritchie
EVP, Chief Strategy Officer, Hill Holliday
Who Can Benefit from this Report?
This white paper is a must read for any professional regardless of whether they are in purchasing or not as it examines the very culture that defines a corporation, and ultimately determines its ability to survive and thrive in the emerging global economy.
Referencing a diverse set of reports and studies including a Chief Procurement Officers panel discussion, the reader is assured of gaining insights from the previously uncharted waters of executive thought process.
This document introduces the 14th annual Nonprofit Times Power & Influence Top 50 list, which recognizes the 50 most influential nonprofit executives of the past year. It provides brief profiles of several executives who made the list, including their organizations and accomplishments. The executives represent a range of nonprofit disciplines including health, education, foundations, and more. The list will be celebrated at an upcoming gala in Washington D.C.
The current economic crisis will impact home and retirement account values for years to come, but where it may have the biggest impact is in corporate reputations, where even the most respected brands in the financial services world have seen trust for their leadership and institutions drop to all time lows.
Role stress and ethical dilemmas often arise from conflicts between job demands and responsibilities. Salespeople may face stress when customers expect incentives that go against company policy. An advertisement maker for Nuveen Investments faced a dilemma between being creative and potentially misleading viewers. Differential association theory suggests people learn ethics from those they interact with, so young managers may follow unethical superiors to show loyalty. Whistleblowers who expose wrongdoing often face negative consequences like job loss and threats.
Here are the key points from the case:
- Boards must provide attachments and supplemental documents with meeting agendas to satisfy the OPMA notice requirement. Failure to do so renders the agenda meaningless.
- The only exception is if the Board has a good faith belief that certain attachments are privileged or exempt from disclosure under OPRA, OPMA or common law. Simply citing copying costs is not sufficient grounds to withhold attachments.
- This case established that OPMA requires more robust notice of meeting topics/issues than just a bare bones listing. Attachments are considered an integral part of fully informing the public.
The document discusses strategies for pushing boundaries in an increasingly diverse landscape. It recommends understanding the context, behaving like a challenger brand, applying lean startup principles, collaborating with experts, solving problems for your audience, and finding opportunities where analog and digital intersect. Experts note that lean startup can be applied broadly and that collaboration is key to unlocking big ideas.
The document discusses several key issues regarding public relations (PR) and ethics: 1) PR faces ethical questions because it must be creative and competitive while balancing multiple duties to stakeholders; 2) ethical decision-making is complicated by factors like uncertain consequences and mixed outcomes; 3) personal interpretations of ethics codes can create conflicts, so codes should be clearly defined and aligned with personal moral beliefs. It also outlines norms that can guide ethical PR practices, such as utilitarianism, social responsibility, and treating all people equally.
This document discusses the trend of companies moving away from "goodwashing" and towards creating shared value. As consumers expect more transparency and accountability, companies are focusing on effecting real change through their business models rather than just token CSR efforts. This includes being open about flaws and plans for improvement. With information easily accessible online, companies must demonstrate their positive social impact in a clear, visual way. Those that don't become more responsible and sustainable will lose ground to competitors.
This document provides a literature review and overview of corporate social responsibility (CSR) with three main points:
1) It traces the history and evolving concept of CSR from early business philosophers to modern definitions that aim to strategically benefit both business and society.
2) It examines different types of CSR activities including "pet projects, philanthropy, propaganda, and partnering" and argues partnering can create the most shared value.
3) It discusses challenges businesses face in achieving strategic CSR and the most common motivation being reputation rather than creating social and financial value.
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
Class Lecture: Knowledge Work, Leadership and Social indentityJohn J. Sarno
In today’s modern workplace, where the primary resource is knowledge, collective knowledge building is a key strategic task. Production machinery remains present, but unlike physical production, knowledge-sharing and teamwork rely on strong interpersonal relations. Further, to the extent that knowledge, and other intangible assets, becomes the indispensable ingredient for value-added work, the nature of the work and the social identity of the worker are changing.
The Reputation Complex - Navigating the Blur in a Liquid WorldMSL
The 'Reputation Complex' is a moving combination of various reputational factors, components and drivers that are linked in a close and complicated way. This combination brings with it, for all organizations, equal risks and opportunities – the first to be managed and the second to be exploited in the right manner.
MSLGROUP's SVP and Chief Strategy Officer, Pascal Beculer shares his thoughts on the fast transformation of Reputation Management, everywhere in the world, and what it means for our clients and for us.
Similar to 2011 McGowan Symposium Proceedings (20)
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
2011 McGowan Symposium Proceedings
1. Proceedings
Business or Government: Whom Can We Trust?
The 2011 McGowan Symposium Tackles a Newfound Loss of Public Confidence
“Bill demonstrated that doing well can also mean
doing good,” said Gin-McGowan as she welcomed
participants to the 2011 McGowan Symposium on
Business Leadership & Ethics at Georgetown’s
McDonough School of Business. And an afternoon
of thought-provoking dialogue began.
“Who is more ethically challenged: business or
government?” Georgetown Professor Bill Novelli asked
at the start of the Symposium.
There is no easy answer. Calling for a vote – all for
business, say “I” – would have been a quick way to
settle the issue and get back to answering email. Instead,
participants took the opportunity to do something that
doesn’t happen often in the hustle of everyday lives:
They took an afternoon to really think about the layered
Ernie Anguilla, Bank of America, Debbi Jarvis, Pepco question, and they paused to ask themselves:
Holdings, Inc., Ed Montgomery, Georgetown University, and
Clive Crook, The Atlantic, discuss how public and private • Why is there failing trust in big business and lack
leaders might restore confidence. of confidence in our political leaders right now?
• How lasting is this loss of faith and how dire is it?
Each year, the McGowan Symposium convenes students
• As leaders, how can we create an environment of
and faculty from the nation’s premier business schools,
high ethical standards within our organizations,
the media, and leaders in business, government and
among our constituencies and in our communities?
academia for challenging discussions on the integration
of ethical practices into today’s leadership circles.
The Symposium represents a new energy and a sharing
of ideas, explains Sue Gin-McGowan, President of the “Our Fellows honor Bill
William G. McGowan Charitable Fund. It invites great [McGowan’s] belief that profit
minds to come together for thoughtful debate and serves without principle is an empty and
as the capstone of the McGowan Fellows Program, a
scholarship program designed to foster a generation of
self-defeating enterprise.”
future business leaders. Both the Fellows Program and Sue Gin-McGowan
the Symposium are inspired by the legacy of business William G. McGowan Charitable Fund
maverick William “Bill” McGowan and his commitment
to compassionate philanthropy and ethical leadership.
2. To explore these questions, participants heard from
Jim Clifton, CEO of Gallup, Clive Crook, senior editor
of The Atlantic and a contributing editor of National
Journal, Ernie Anguilla, Bank of America’s SVP for
Corporate Communications, Ed Montgomery, Dean of
Georgetown’s Public Policy Institute, and Debbi Jarvis,
VP for Corporate Citizenship and Social Responsibility
at Pepco Holdings, Inc. Leaders and Fellows from the
McGowan Fund and Georgetown’s McDonough School
of Business also spoke, and guests participated in a
live case study with Eric Dezenhall, CEO of Dezenhall
Resources, Ltd.
Jim Clifton, a leader in public opinion research,
challenged attendees to examine the eroding trust in
today’s leaders. Pointing to a slide of Gallup World Poll
rankings of the most- and least-trusted governments
around the globe, Clifton said that while Americans
have a higher trust in their leaders than in most
countries, we have hit a very low point.
“Americans are an honest tribe of folks, but we are
more divided than ever right now. If you don’t have “Americans are an honest tribe
trust as a leader, then you can’t succeed,” he said. of folks, but we are more divided
And this plummeting confidence in public and private than ever right now. If you don’t
leaders could soon become a huge problem for the
United States. “The most talented people in the world
have trust as a leader, then you
migrate to areas of high ethical standards,” he said. can’t succeed.”
Jim Clifton
Public Confidence in Institutions Gallup
% Great deal % Quite a lot
The military 47 31
Small business 28 36
Clifton discussed rankings of the most- and least-trusted
The police 25 31
professions, according to Americans. Gallup’s annual
The church or organized religion 25 23
Honesty and Ethics poll asks respondents to grade
The medical system 15 24
occupations on perceived trust and honesty. Not
The U.S. Supreme Court 17 20
surprisingly, the military and small business rank high
The presidency 15 20
on trust, while Congress and big business, such as banks,
The public schools 14 20
rank near the bottom. What is surprising, Clifton noted,
The criminal justice system 13 15
is that banks used to be much more trusted, according
Newspapers 12 16
to surveys from years past. He pointed to this trend as
Television news 13 14
crucial for restoring confidence in the country.
Banks 10 13
Organized labor 9 12
Big business 8 11
“Where is one place where a loss of leadership and
Health maintenance
7 12
integrity hurts the country? It’s the loss of trust in the
organizations (HMOs)
Congress 6 6
banks. Where’s the trigger for business to start taking
GALLUP
off again? It’s in trust for banks,” he concluded.
3. In an exchange, moderator Clive Crook then posed this Georgetown’s Ed Montgomery, who also was a political
question to Clifton: “Have you found that this distrust appointee in the Obama and Clinton administrations,
of big business and faith in small business is distinct to said it could be even more difficult to regain the public’s
Americans?” trust in business and public leaders. “Nowadays, we get
to see the warts of our leaders,” he explained. “To restore
It seems uniquely “American” to have trust in small faith, you have to restore the idea that these leaders
business, especially given the fact that such a large have earned it.”
portion of Americans work in small businesses, Clifton
responded. We envision small business folks as hard- Anguilla and Montgomery, along with Pepco’s Debbi
working entrepreneurs who have earned their success. Jarvis, agreed that there has been a steady erosion of
faith in U.S. institutions. And that trend is not likely to
disappear anytime soon.
Within this context and climate, the question then
becomes – as business and civic leaders – how do we
restore public trust and confidence at such a time?
It starts with personal integrity, Jarvis suggested.
“What do you say you’re going to do and what actually
happens?” she explained. Integrity comes from the top
down. When leaders in business and government set the
standard, the communities that work with them and for
Moderator Clive Crook questions participants on whether them will follow the lead. Leaders have the opportunity
business and government can ever gain public trust. to reinforce the importance of integrity, and then it
becomes contagious within a community.
Crook questioned whether people think big business is This is something participants heard in different
in cahoots with government and whether the two are forms throughout the afternoon. In fact, the idea that
innately untrustworthy. Clifton explained that the leadership and organizational trust starts with the
general public doesn’t believe that most businessmen or personal character of the organization’s leaders would
politicians have made it on their own. “Until small reverberate with Bill McGowan himself, said longtime
businesses and citizens have trust in the environment friend and colleague Gene Eidenberg.
here, we can’t come back as a country,” he said.
Following, a panel of industry and academic leaders “Doing good is something that
shared experiences and insight into “Leading Through
makes our employees do well.
Challenge: Retaining Public Confidence.”
Making our employees feel valued
As to how long the crisis of confidence may last, Bank helps our business. We must
of America’s Ernie Anguilla recommended patience help individuals feel pride in their
and said trust for big business will recover with the
economy. “We used to be the most trusted bank in
company.”
America, and now we’re down with our peers. It’s going Ernie Anguilla
to take years to turn this around. Everything about our Bank of America
business is tied into the American economy,” he said.
4. employees do well,” said Anguilla. “Making our
employees feel valued helps our business. We must help
individuals feel pride in their company.”
At the same time, Anguilla acknowledged, there are
responsibilities the company must meet. “In the end,
however, we are a business, and we are thriving for the
shareholders,” he said. “If you can’t prove the benefit to
our core business, then support for such projects might
go away.”
Rarely do we encounter a straightforward ethical
dilemma where we must choose between “right” and
“wrong” actions. That’s why determining the best way to
teach or learn ethics is always a controversial endeavor,
especially at business school.
Pepco’s Debbi Jarvis shares insights on how to use
communication and collaboration to establish personal As concluding speaker Eric Dezenhall advised,
and organizational integrity. practicing making decisions in ethically “gray” or crisis
situations is a crucial exercise. Dezenhall then led the
Once personal integrity is established and it comes group through an interactive case study on the Toyota
time to building public trust as a corporation or “unintended acceleration” crisis. Dezenhall asked the
organization, the focus should be on collaboration audience to imagine they were Toyota executives
and communication, panelists observed. “It’s about during the 2010 crisis. What is the first thing they would
communicating, telling the real story, balancing the do? “Definitely express sympathy to the victims,” said
information that you have and knowing what and when an audience member. “No, don’t express sympathy or
to share with customers,” said Jarvis, a longtime else you’re admitting it was your fault,” another
broadcast news professional before joining Pepco. countered. “Get your engineers to find out what exactly
went wrong – ASAP,” said a third person.
Informing stakeholders about corporate responsibility,
social enterprise and sustainability efforts within the
organization also helps to inform the public of the
organization’s intent, panelists agreed. “As a company,
we have found it’s possible to do well by doing good,”
Jarvis said. “But we must be intentional,” she added.
Crook then challenged panelists Anguilla, Jarvis and
Montgomery on the notion that business ethics is a
win-win. What if doing good costs us something? He
then offered as example Steve Jobs, who believed that
by focusing solely on Apple’s core business, and not
on philanthropy or “giving bucks,” the company was
actually bettering society. And Apple is now one of the
world’s most admired companies.
One perspective, as Montgomery suggested, is that
Ed Montgomery, Dean of Georgetown’s Public Policy
companies like Apple may define ‘good’ in their business Institute, suggests leaders will not gain public confidence
too narrowly. “Doing good is something that makes our until they demonstrate sincere efforts to earn it.
5. Later in the discussion, Dezenhall added more
information to the live case study: There is no such
thing as “unintended acceleration.” With this knowledge,
do you place fault on the owner, the so-called victim?
“Do you blame them to save yourself? Blame vendors?”
Dezenhall asked. While opinions differed, the partici-
pants did all agree that talking through tough decisions
gives leaders a chance to think through and analyze the
intricacies of these types of ethical dilemmas.
When discussing the need to act ethically as an
organization, Dezenhall tempered the prior panelists’
emphasis on communication. “Don’t try to communicate
your way out of everything,” he advised. Often, you
must find and fix the root of the problem. “You can’t
tweet your way out of a crisis like this,” he said, “Don’t try to communicate your
referring to the Toyota case study.
way out of everything. You can’t
tweet your way out of a crisis.”
By day’s end, participants realized the value of taking
Eric Dezenhall
time out to focus on business ethics. “We’ve asked
Dezenhall Resources, Ltd.
hard questions that are easy to ignore,” Crook said in
conclusion.
As the participants headed back to their real lives, all
a question, maybe we should take a moment to stop and
were challenged to take the afternoon’s discussion a step
think before answering that question “per usual.”
further. It is easy for ethics to become submerged in a
hyper-competitive, high-stakes business environment.
As most know from experience, it is not just business
As leaders, we take for granted that we will always make
and government that are ethically challenged. Ethics
the “right” decision. But, if there’s a business answer to
must rise above it all. We can teach it, we can learn it,
but, when challenging events unfold, we must practice
ethical decision-making and behavior.
And, as for business and government, they have no
choice but to collaborate. The problems of the world
today are such that it’s going to take the private
and public sectors working together. Each brings a
different perspective and the solutions may lie at the
intersection. All sectors are going to have to find a
way to gain trust – starting with leaders in business and
government doing what they promise in order to regain
public confidence.
“So, who is ethically challenged?” Novelli asked again.
“The answer is: business is, government is, we are.”
And that is not something we cannot afford to ignore.
Dane Johnson, a 2011 McGowan Fellow, poses a question
to Eric Dezenhall.
6. About Our University Partners
The McGowan Fund partners with top MBA programs
across the United States to identify candidates for the
McGowan Fellows Program. Each year, one of the 10
university partners co-host the McGowan Symposium
on Business Leadership and Ethics.
The 2011 co-host was Georgetown University’s
McDonough School of Business, a premier business
school located at the center of world politics and
business in Washington, D.C. Some 1,400 undergradu-
ates, 1,000 MBA students, and 500 participants in
executive education programs study business with an
intensive focus on leadership and a global perspective.
Learn more at http://msb.georgetown.edu.
The Global Social Enterprise Initiative at Georgetown
University’s McDonough School of Business prepares
current and future leaders to make responsible
management decisions that create both economic and
social value. It is led by Founder Bill Novelli and
Executive Director Ladan Manteghi. Learn more at
http://socialenterprise.georgetown.edu.
“Our initiatives share common
values, both cultivating future
leaders to be entrepreneurs
and make responsible business 2012 McGowan Symposium
decisions. We need collaboration The next McGowan Symposium will be
and effective public private
held at Northwestern University’s Kellogg
partnerships. And, above all, we
School of Management in 2012.
need strong principled leaders.”
Bill Novelli
Georgetown University
McDonough School of Business
A Fellowship in the Spirit of William McGowan The William G. McGowan Charitable Fund is a philanthropic family
foundation established in 1992 to perpetuate William McGowan’s tradition of compassionate philanthropy and ethical leadership.
Through the McGowan Fellows Program, the Fund supports and inspires emerging business leaders. The capstone of the Fellows
Program is the annual McGowan Symposium on Business Leadership and Ethics, which brings together students and faculty from
the nation’s premier business schools, the media, and recognized leaders in business, government and academia for challenging
and thought-provoking discussion on the integration of ethical practices into today’s leadership circles.
The William G. McGowan Charitable Fund, 212 N. Sangamon Street, Suite 1D, Chicago, Illinois 60607, www.mcgowanfund.org