Just about every business person says they want to run a responsible, even ethical business. The reality of course is rather different.
The price of organisations acting unethically rises almost exponentially, seemingly daily. Ask Jamie Dimon at J.P. Morgan for example, where the bank’s fines and penalties for wrong doing have now escalated to be almost double the amount facing poor old BP!
Or try HSBC, where they’ve had to hire several thousand new compliance staff to try and re-establish a battered reputation for responsible banking, following the money laundering fiasco in their Mexico offices.
And don’t even bother to call Barclays’ CEO for an opinion as he’s far too busy trying to change the culture and sees it as an uphill struggle at least five years. Let’s hope his shareholders give him that long.
Maybe not. Far too many business leaders are still struggling with what it means to run a responsible business. Most though, will also confess it’s not that high on their agenda and their shareholders are not exactly pressing them hard on the issue.
What I have tried to do in this new book is to synthesise the vast amount of advice and material out there on business ethics into a coherent account of how you might go about actually becoming an ethical leader.
I’ve stuffed it full of practical strategies, case studies, and action points to help leaders improve and manage an ethical culture. Will anyone actually read it? Will you?