jerryking + integrity   13

Warren G. Bennis, Scholar on Leadership, Dies at 89 - NYTimes.com
By GLENN RIFKIN
AUGUST 1, 2014

Professor Bennis believed in the adage that great leaders are not born but made, insisting that “the process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” he said in an interview in 2009. Both, he said, were grounded in self-discovery.

Leadership requires the communication of passion that gives hope and inspiration to other people. Integrity is imperative, and so too, are curiosity and daring.

The experience of his father being summarily fired taught him about the power of organizations and their impact on lives. “That will never happen to me,” he recalled thinking. “I will never lose my power to affect my own life.”...He saw signs that business leaders in the decades to come, inheriting a diverse and complex global environment, would have a better understanding of the territory in which they lead — what he called “contextual intelligence.”
Warren_Bennis  leadership  scholars  gurus  obituaries  WWII  veterans  academia  contextual_intelligence  integrity  curiosity  daring 
august 2014 by jerryking
Canada’s real wealth lies in its institutional integrity, not its resources - The Globe and Mail
BRIAN LEE CROWLEY
Canada’s real wealth lies in its institutional integrity, not its resources Add to ...
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Special to The Globe and Mail
Published Thursday, Apr. 17 2014

Canada’s wealth, and the reason why the world beats a path to our resources, lies not in the resources themselves. What makes that endowment almost uniquely valuable in the world is that it exists within another vastly more important endowment of rules, institutions and behaviours.

My list of those institutions and behaviours include the rule of law; independent judges and reasonably speedy and reliable resolution of disputes; the enforcement of contract; the absence of corruption among government officials and the police; respect of private property; a moderate, predictable and stable taxation and regulatory burden; a stable currency that keeps its value; responsible public finances; freedom to trade both domestically and internationally; a well-developed work ethic; and a refusal to resort to violence to resolve political disagreements. That is the greatest endowment that we have.

What happens when you nest a rich natural resource endowment inside this endowment of rules, institutions and behaviours? Companies can invest billions of dollars to unlock opportunities, such as the oil sands, reasonably secure in the knowledge that they know the fiscal, regulatory and contractual conditions they will face over a period of years that are sufficient to recoup their investment and make some money.
natural_resources  institution-building  institutions  Canada  independent_judiciary  integrity  political_infrastructure  predictability  property_rights  civics  rule_of_law  institutional_integrity  work_ethic  oil_sands  judiciary  judges 
april 2014 by jerryking
Winning Legally: How to Use the Law to Create Value, Marshal Resources, and Manage Risk - Harvard Business Review
Winning Legally: How to Use the Law to Create Value, Marshal Resources, and Manage Risk
by Constance E. Bagley
Source: Harvard Business Press Books
204 pages. Publication date: Dec 12, 2005. Prod. #: 192X-HBK-ENG
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The rash of corporate scandals in recent years underscores a fact too often ignored in the business world: flouting the law holds serious consequences. Indeed, all it takes is one rogue trader, one greedy executive, or one misinformed manager to place an entire organization at risk. But respected legal expert Constance E. Bagley argues that staying out of trouble is only part of the picture when it comes to legality in business. In Winning Legally, Bagley shows how managers can proactively harness the power of the law to maximize corporate value, marshal human and financial resources, and manage risk. Through scores of classic and contemporary examples across the business landscape, this no-nonsense guide completely reframes the relationship of law to business. Bagley explains how managers can use the law as a strategic tool to help select and work effectively with legal advisers, spot legal issues before they become problems, weigh the legal risks of specific opportunities, and more. Ultimately, the responsibility for making tough business decisions lies with managers--not with lawyers. This timely book shows how managers can combine business audacity and vision with integrity and respect for the law to build truly great and enduring firms. Constance E. Bagley is an associate professor of business administration at Harvard Business School. She was formerly a partner of Bingham McCutchen LLP and co-author of The Entrepreneur's Guide to Business Law.
books  legal_strategies  law  HBR  audacity  vision  integrity  value_creation 
february 2013 by jerryking
Finance: MEMO
Nov 21st 2012 | | The Economist from The World In 2013 print edition
funnies  banking  memoranda  integrity 
january 2013 by jerryking
Jacqueline Novogratz of Acumen Fund, on Pairs of Values - NYTimes.com
By ADAM BRYANT
Published: September 29, 2012

Q. Tell me about your approach to leadership.

A. I think we so often equate leadership with being experts — the leader is supposed to come in and fix things. But in this interconnected world we live in now, it’s almost impossible for just one person to do that.

So if we could only have more leaders who would start by just listening, just trying to understand what’s going wrong from the perspective of the people you’re supposed to serve — whether it’s your customers or people for whom you want the world to change.

Leaders can get stuck in groupthink because they’re really not listening, or they’re listening only to what they want to listen to, or they actually think they’re so right that they’re not interested in listening. And that leads to a lot of suboptimal solutions in the world.

The kind of leaders we need — and certainly that I aspire to be — reject ideology, reject trite assumptions, reject the status quo, and are really open to listening to solutions from people who are most impacted by the problems. ...We think about our values in pairs, and there is a tension or a balance between them. We talk about listening and leadership; accountability and generosity; humility and audacity. You’ve got to have the humility to see the world as it is — and in our world, working with poor communities, that’s not easy to do — but have the audacity to know why you are trying to make it be different, to imagine the way it could be. And then the immutable values are respect and integrity.
leadership  Acumen  opposing_actions  organizational_culture  values  social_capital  venture_capital  vc  accountability  generosity  humility  audacity  groupthink  listening  respect  integrity  pairs  tradeoffs  tension  dual-consciousness 
october 2012 by jerryking
Connections with Integrity
February 13, 2012 |Strategy + BUsiness | by Reid Hoffman.

The venture capitalist who co-founded LinkedIn reveals the surefire system that he has used since high school for evaluating potential business relationships.....It seems counterintuitive, but the more altruistic your attitude, the more benefits you will gain from the relationship. If you insist on a quid pro quo every time you help others, you will have a much narrower network and a more limited set of opportunities. Conversely, if you set out to help others by introducing them to the right people, simply because you think it’s the right thing to do, you will rapidly reinforce your own reputation and expand your universe of possibilities. For me, that is the greatest value of understanding alliances; it can help you build the kind of network on which great careers are built.
networking  LinkedIn  Reid_Hoffman  social_networking  social_capital  serving_others  counterintuitive  transactional_relationships  integrity  quid_pro_quo  alliance  the_right_people  personal_connections 
march 2012 by jerryking
Keeping it Real
Nov. 2007 | Advisor.ca | by Heidi Staseson. So what type of
prospect does McCullough look for? It’s
simple: people who want advice; who are willing to pay for it; and who
share basic values of integrity. There shouldn’t be a
grimace when the phone rings. “You want to feel good about all your
clients. And we do,” McCullough adds.
While some view life as a work in progress, McCullough seems to view it
as a work in lessons. He’s much more
evaluative now than in his early days in the brokerage industry.
Although never exactly a people pleaser, he says he was perhaps a bit
naive at the beginning. “I early on believed people had the best of
intentions before checking the facts. I learned over time it’s amazing
how people spin things,” he says. “Now I don’t automatically believe
people. I listen to them, and then I check facts.” Building a family
office has an actual value,” says McCullough. For him, value comes with
integrity, initiative, & the ability to challenge--yes men are a big
no.
Northwood  Tom_McCullough  family_office  tips  prospecting  individual_initiative  due_diligence  integrity  speak_truth_to_power  independent_viewpoints  skepticism 
september 2011 by jerryking
How to Build a Strong Brand in a Weak Economy
February 17, 2009 | ezine articles | by Rachel Y. Daniel is
the CEO of Synergy Marketing Strategy & Research, Inc.
Here are a few inexpensive, yet powerful, methods to produce significant
rewards:
1) Social networking media. 2) Corporate Social Responsibility
Initiatives. 3) Consumer Advisory Boards. Here are three critical
actions to establishing a strong brand in a weak economy: 1) Exude
Integrity. 2) Showcase Organizational Capabilities. 3) Emanate Goodwill.
branding  economic_downturn  integrity  inexpensive  organizational_capacity  goodwill  CSR  social_media  brands  weak_economy 
june 2010 by jerryking
Seeing things as they really are
March 10, 1997 | Forbes Magazine | Anonymous. Intellectual
integrity? Describes.... "...the ability to see the world as it is, not
as you want it to be," Drucker elucidates. How does one display that
kind of integrity? "By asking, especially when taking on office: What is
the foremost need of the institution—and therefore my first task and
duty?"..."Drucker purified my mind. He would tell me after each
session—don't tell me you had a wonderful meeting with me. Tell me what
you're going to do on Monday that's different."
clarity  integrity  intellectual_integrity  Peter_Drucker  purpose 
october 2009 by jerryking
Long & Short - WSJ.com
* JULY 19, 2006

Irascible Analyst Gives Up Fight
Evan Sturza Went His Own Way On Biotech Stocks for 15 Years; He Leaves, Independent to the Last

*
By JESSE EISINGER
biotech  integrity  analysts  stock_picking 
may 2009 by jerryking

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