Your brand has an audience you've worked hard to cultivate, but part of that includes those who are the most connected to your company: your employees. They're already working together to achieve your businesses goals and are passionate about the company succeeding. You should look to find ways to give your team a chance to become involved in something bigger.
We journalists have done a lousy job of explaining how we do our jobs, how we practice our craft, to the people we serve. I'm of the opinion that our low ranking in public opinion polls is because we don't even try to tell the people who we are, what we believe in, what we do and why we do it. So allow me to try.
The sense of duty, responsibility and stewardship in Downton Abbey are nothing less than old-fashioned words for the "modern" concept that a few corporations are once again embracing: Corporate Social Responsibility. But with one important difference: Robert Crowley, the Earl of Grantham, is an individual as opposed to a corporation. And, he takes this responsibility very seriously.
Unpaid internships are in the news again as a result of a groundbreaking study on precarious employment in Ontario. There are a number of factors that play into the decision to pay an intern (or not), of course. That said, greed is ultimately the common denominator that business leaders share when determining whether to create paid or unpaid internships.
Trust at the board level is necessary at three intersection points: board and CEO, board member to board member, and CEO to C-suite. Why does trust matter? Think about the transactional costs of a low-trust relationship. In low trust relationships, suspicion abounds and parties feel compelled to paper every decision and every discussion. What can boards and executives do about this? Here is some advice.
the new Securities and Exchange Commission (SEC) "whistle-blowing" rule that permits employees now to go directly to the regulator with a complaint and completely bypass the company's internal processes. The practical effect of this new rule is to put the heat on many companies and corporate boards to reexamine their workplace investigations of potential wrongdoing -- and that is a welcome development. Where do investigations go wrong?
The hard reality is that good people do bad things, and honest leaders let it happen. Honest leaders don't do it on purpose--they create ethics risks at their organizations by simply focusing on the wrong issues. So how did the good and honest leader unwittingly cause such behavior? Here are four ways it happens.
In the wake of the Penn State child abuse scandal, many in the media were outraged by the NCAA's decision to instantly vacate the university's win record from 1998 through 2011. As two ethicists with a combined 40+ years working in the trenches with organizations and their cultures, we'd like to offer the opposite view: the NCAA got it exactly right. What's needed at Penn State is a complete blood transfusion of good culture for bad.