Ethical business leadership has become more important than ever in an era of social media and consumers that are willing to vote with their wallets.
Whether an issue of discrimination, sexual harassment, environmental damage or financial misconduct, allegations of unethical behaviour within a business can destroy years – even decades – of built-up community trust.
Now, the COVID-19 pandemic is creating new ethical dilemmas for business leaders and managers.
Cranlana Centre for Ethical Leadership CEO Vanessa Pigrum and Steven Ronson, Fair Work Ombudsman Executive Director for Enforcement and alumnus of the Executive Colloquium program, highlight the importance of ethical decision-making for leadership teams and boards.
via Adelaide Advertiser, 15 September 2020See More
Leadership groups with people from mixed backgrounds, ethnicity and gender do better because “they challenge more, and they have more discussion and debate and that leads to better decision-making,” says Vanda Murray OBE.
New research has revealed that London-listed companies where women make up more than one in three executive roles have a profit margin more than 10 times greater than those without.
via BBC, 27 July 2020See More
There are risks to shutting down opinions we disagree with.
Hugh Breakey, President, Australian Association for Professional & Applied Ethics, says “Seeing mistaken views as intolerable speech carries genuine ethical costs.”
In the wake of an open letter signed by 150 high-profile authors, commentators and scholars claiming that “open debate and toleration of differences” are under attack, Breakey considers the ethical concerns around derailing of debates and silencing of opinions.
via The Conversation, 10 July 2020See More
It goes without saying that inclusive leadership will support more inclusive organisations, but are leaders prepared to make the hard decisions necessary to adapt to the realities of inclusion?
Modernising leadership, in the face of a new age of racial equality, will inevitably require changes to the composition of leadership teams.
Organisational activity to dismantle racism will necessarily involve work at leadership level to address how it approaches diversity, and inclusion, within its own ranks.
via Forbes, 4 August 2020See More
The heightened tendency to tune out some data as unimportant is a well-known side effect of expertise, which encourages leaders to become highly attuned to some signals and patterns at the expense of others.
Yet many things in life—academic publishing, health care, and housing policy among them—require addressing individual challenges within the context of complex systems. People engaged in designing systems, from business plans to public policy, must compel themselves to deeply and empathetically understand both the needs of the people they are designing for and the systems in which they operate, and critically question what their legitimate desire for fairness and consistency leaves out. If they don’t, their well-meaning efforts to reduce noise may inadvertently strip away essential signals, causing them to miss patterns, gaps, and perspectives in data that deserve their attention.
via Behavioral Scientist, 24 August 2020See More