At heart, I am an innovator and architect. For the past decade, I have been engaged in activities to help establish Trust Enablement as a valid management innovation, with a strategic focus on precipitating transformations in corporate governance practices. I have written numerous articles and papers and delivered countless presentations on these and related topics. I am very excited that in September 2010, Wiley will publish my chapter on corporate governance best practices in their new finance textbook (see http://trustenablement.com/index.htm#book), which will allow me to officially refer to myself as a published author. The next step will have to be writing a complete book.
My primary motivation is my legacy. My desire to be an innovator and entrepreneur comes from a deep-seated need to achieve my potential by striving to realize new possibilities in areas where I feel I am best suited to achieve them. Right now I see a possibility for me to help restore trust in corporate governance and management to adopt trust enabling business practices that improve overall business performance, as well as the prosperity and well-being of their corporate stakeholders.
I believe I have a broader perspective that considers the fuller complexity of business issues. For example, rather than simply talking about managing risk, which is a defensive posture intended to protect what you have, I also emphasize enabling trust, which is an offensive posture intended to help you get what you want. You could call it, to borrow Roger Martin’s (Dean of the Rotman School of Management) term, “integrative thinking”. To innovate effectively, I think it is important to embrace uncertainty and ambiguity, and fully commit to finding ways to achieve your goals. That takes temerity, which makes life exciting and worth living.