Founder and President, the Skout Group
David Gebler is the founder and president of the Skout Group, a consulting firm that helps its clients use their organization's culture to drive performance. He’s a lawyer, whistleblowing expert and author of The 3 Power Values: How Commitment, Integrity, and Transparency Clear the Roadblocks to Performance.
An organization cannot change behaviour; only individuals can. And it is true that sometimes individuals will change their behaviour when they are introduced to new incentives or information, such as new sales incentives or better ways to do my work.
Our growing love of healthy and sustainable food doesn't necessarily translate into a growing love of cooking. Many people who want to eat healthy and interesting meals don't have the time, nor the inclination to cook. Enter the meal-kit service business, estimated to grow to $3 billion in the coming years.
03/11/2016 11:21 EST
Are all global automakers alike? They all face recalls of various sorts now and then. In 2013 there were over 140 recalls
07/13/2014 08:21 EDT
In writing my 2012 book, The 3 Power Values: How Commitment, Integrity, and Transparency Clear the Roadblocks to Performance
11/21/2013 05:00 EST
Leaders are tired of perpetually "managing change," yet so few organizations do it well. So few organizations dedicate time to evaluate why their initiatives don't work because they are always on to the next one. And if they do stop to analyze what's not working, they look only as far as the process itself.
11/15/2013 05:21 EST
Mark Pastin is an award-winning ethics thought leader, ethics consultant, and keynote speaker. The CEO of the Council of Ethical Organizations, a nonprofit dedicated to promoting ethics in business and government, he is author of a new book, Make an Ethical Difference: Tools for Better Action.
10/22/2013 05:24 EDT
Today's integrated healthcare organizations are challenging from a leadership perspective, in part because they're formed by consolidating the varied and disparate cultures of regional hospitals, physician groups, labs, outpatient clinics, and other entities.
11/05/2012 10:59 EST
Many industry experts speculate whether CEO Tim Cook can equal Jobs in taking Apple into the future. But maybe that's the wrong topic to be mulling over. The real issue seems to be whether Apple's high-performing but secrecy-riddled culture needs an overhaul. Here's how Apple can get the transparency it desperately needs.
09/19/2012 12:17 EDT
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.
09/09/2012 12:34 EDT
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.
08/02/2012 05:31 EDT
Make no mistake about it. For companies that want to be perceived as operating "by the book," it's critical for their goals and standards to align with integrity. As Dan Ariely points out, none of us are above temptation. That's why organizations need to be. Here are my tips to CEOs for making their workplace -- both in and out of the office -- as free of scandal-causing temptations as humanly possible.
06/29/2012 04:11 EDT
You can't let board members off the hook simply because they're not full-time employees of the company, or that on just one day per quarter they're presented with information on which they can't always get feedback. And that's why Richard Schulze has been forced to step down from Best Buy's board.
06/01/2012 04:56 EDT
Think of it as walking into a neighbourhood leveled by a tornado. That pretty much sums up what a special type of CEO faces -- one who's been brought on after the termination or resignation of a scandal-ridden predecessor. A CEO version 2.0 has a lot to contend with in that kind of wake. Here are some tips...
05/29/2012 05:45 EDT
CEOs need to realize that highly desirable employee behaviour can become distorted and even destructive in a company driven by leaders with ulterior motives. Here are seven sure-fire signs that you might be working for a company on the brink of catastrophe.
05/09/2012 05:23 EDT
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