Ethical Leadership Principles

"this position paper challenges the outdated narrative that ethics slows innovation. Instead, it proves that ethical AI is smarter AI—more profitable, scalable, and future-ready. AI ethics is a strategic advantage—one that can boost ROI, build public trust, and future-proof innovation. Key takeaways include: 1. Ethical AI = High ROI: Organizations that adopt AI ethics audits report double the return compared to those that don’t. 2. The Ethics Return Engine (ERE): A proposed framework to measure the financial, human, and strategic value of ethics. 3. Real-world proof: Mastercard’s scalable AI governance and Boeing’s ethical failures show why governance matters. 4. The cost of inaction is rising: With global regulation (EU AI Act, etc.) tightening, ethical inaction is now a risk. 5. Ethics unlocks innovation: The myth that governance limits creativity is busted. Ethical frameworks enable scale. Whether you're a policymaker, C-suite executive, data scientist, or investor—this paper is your blueprint to aligning purpose and profit in the age of intelligent machines. Read the full paper: https://lnkd.in/eKesXBc6 Co-authored by Marisa Zalabak, Balaji Dhamodharan, Bill Lesieur, Olga Magnusson, Shannon Kennedy, Sundar Krishnan and The Digital Economist.

Climate Risks Are Financial Risks An alarming USD 1.14 trillion in corporate value, linked to the world's largest stock markets is exposed to severe socio-economic impacts from #climatechange by 2050. Data from the Climate Hazard and Vulnerability Index (CHVI) highlights a critical blind spot for many businesses: 📌 48 countries will be highly vulnerable to socio-economic climate impacts by mid-century, double today’s figure. 📌 Major emerging markets are expected to face significant climate-related disruptions. 📌 India alone accounts for over USD 1 trillion of the at-risk corporate assets, dramatically impacting global markets and supply chains. 🚨Companies must place dedicated climate leadership at the highest level to proactively identify risks, anticipate market disruptions, and strategically invest in long-term resilience. 🚨 Businesses should move beyond physical hazards to systematically report and manage socio-economic climate vulnerabilities. Transparent, detailed disclosures help stakeholders understand risks and encourage informed investments. 🚨 Corporates must prioritize investment in resilient infrastructure, diversified supply chains, and sustainable practices, particularly in vulnerable regions. This strategic foresight protects operational continuity and market valuation. The globalized nature of corporate operations means that climate vulnerability anywhere becomes a financial risk everywhere. 🌱 Is your company equipped with climate leadership at board level? Read more here 👇 https://lnkd.in/eFnsnjyY #ClimateRisk #ClimateLeadership #SustainableGovernance #ESG #BoardGovernance #InvestmentStrategy #Resilience #ClimateAction

10 Sustainability Trends to Watch 🌎 Sustainability is no longer a peripheral concern but a key driver of business strategy, shaping how companies operate and compete in today’s market. The intersection of regulatory shifts, investor expectations, and consumer demands is pushing businesses to integrate sustainability more deeply into their core operations. As the global landscape evolves, several trends are emerging that will define the future of corporate sustainability. Decarbonization and climate adaptation are becoming central to long-term planning. Companies are not only expected to reduce their carbon emissions but also to build resilience against climate risks. This shift is being driven by stricter regulations and global climate commitments, forcing businesses to take proactive steps in emission reduction and climate-proofing their operations. Biodiversity and nature conservation are gaining momentum as businesses recognize the importance of protecting ecosystems. Practices like regenerative agriculture and habitat conservation are no longer niche but are increasingly integrated into corporate strategies to address biodiversity loss and enhance ecosystem services. Companies investing in these areas are positioning themselves as leaders in environmental stewardship. In response to rising regulatory pressure, greenwashing is under intense scrutiny. Claims of environmental responsibility must now be backed by verifiable data, and companies face significant legal and reputational risks if found to be misleading. This trend reflects a broader shift toward greater transparency and accountability in sustainability reporting. Supply chain sustainability is evolving beyond direct operations, with companies focusing on reducing environmental impacts across the entire value chain. Managing Scope 3 emissions is becoming a priority, and new technologies are enabling businesses to track and reduce these emissions more effectively. As a result, sustainable supply chains are now critical to meeting both regulatory requirements and consumer expectations. The role of technology in sustainability is also expanding. AI and data analytics are playing an increasingly important role in optimizing resource use, tracking sustainability performance, and identifying opportunities for carbon reduction. These tools are helping companies make data-driven decisions and improve their environmental impact, positioning technology as a critical enabler in achieving sustainability goals. As sustainability continues to reshape industries, companies that stay ahead of these trends will not only meet regulatory demands but also gain competitive advantage by demonstrating leadership in responsible business practices. #sustainability #sustainable #business #esg #climatechange #climateaction 

"The language of #diversity, #equity, and #inclusion might change, but impactful work will not." This was the hopeful refrain of many as anti-DEI backlash and political attacks ramped up against this critical work. But as the months drew on, I wasn't seeing any compelling new language. Leaders were watching and waiting, hoping that a new framework would organically emerge that could protect our impact while being more defensible against political attacks. So I started creating that framework myself. The FAIR Framework, standing for Fairness, Access, Inclusion, and Representation, officially launches today in a new feature article for the Harvard Business Review. I wanted to create something that could build on the best of effective DEI work, discard the performative noise, and be firmly comprehensible and defensible by any leader. And after countless hours of research, it boiled down to 4 tenets: 🎯 Outcomes-Based, focused on measurable results rather than flimsy signals of commitment. 🌐 Systems-Focused, using change management to shift workplace systems, rather than surface-level awareness. 🔗 Coalition-Driven, seeking to engage the collective rather than delegating the burden of blame or change onto cliques. 🌱 Win-Win, communicating the benefits of healthier organizations for everyone, rejecting zero-sum framing. FAIR work looks like challenging discrimination in pay, hiring, and promotions, and ensuring that workplace systems set everyone up to succeed. FAIR work looks like removing barriers to participation, using universal design principles to build for all, and including users in every design process. FAIR work looks like creating a workplace culture that recognizes people's differences and ensures a high standard of respect, value, and safety for all. FAIR work looks like participatory decision-making, transparent communications, and strong track records of promises kept and trust maintained. I designed FAIR to be something any leader and practitioner can use—so long as your work meets the core tenets. If I'm being frank, however, a good deal of work calling itself "DEI" does not pass the test. The feel-good trainings with no impact measurement, the never-ending coaching services trying to "fix" the individual but never the systems holding them back, the blame-and-shame strategies that trade a moment of vindication for months of backlash; if we are to survive this moment, we cannot take this kind of "DEI" work with us. I put this framework out into the world with a healthy dose of pride and anxiety. It is far from perfect. It will certainly evolve as practitioners iterate and improve on it. But I truly believe that this is exactly the kind of rigorous, defensible framework leaders need right now to weather this storm and emerge with their impact intact. I hope you find it useful as you seek to do the same. A free gift link is in the comments—please share if it resonates.

Right now, I’m watching a dangerous trend unfold. One that’s being marketed really well — and leading people down the wrong path. Someone builds a chatbot. They start a prompt course. And suddenly, they’re calling themselves an AI strategist. But building with AI isn’t the same as building strategy for AI. 💬 Because your organisation doesn’t need another shiny tool. It needs a system. A roadmap. A governance structure. A values-aligned, risk-aware, people-centered approach to transformation. That’s not something you get from a prompt template. That’s not something you figure out by cloning your voice. And it’s definitely not something you want to delegate to someone who doesn’t understand data structures, AI governance, or the actual impact this technology is having — on equity, operations, culture, and safety. ⸻ ⚠️ I’ve had to go into organisations and unwind messes: • No documentation • No clear ownership • No ethical considerations • No alignment with the broader team or business strategy And it’s almost always because someone jumped in too fast — or handed the wheel to someone who knew how to build a tool, but not how to lead change. ⸻ So how do you know who to trust? Here’s what to look for in real AI strategy: ✅ A systems lens (not just tools) ✅ Governance knowledge (not just prompt tips) ✅ Ethical fluency (especially re: bias, privacy, safety) ✅ Cross-functional thinking (not silos) ✅ Measurable ROI and risk mitigation (not hype) Because this isn’t about being first to post your bot. It’s about building something that lasts. Something your team can use. Something that reflects your mission — not just your ambition. ⸻ You deserve more than duct-taped automation. You deserve aligned systems. Clear strategy. Ethical leadership. 🎯 Don’t confuse a chatbot with a vision. And don’t confuse prompt fluency with organisational foresight. Your future deserves better. #EthicalAI #AIHerWay #AIStrategy #AIConsulting #EquiAI #AIForGood #FeministAI #AutomationWithIntention #GovernanceMatters #ValuesLedTech #WomenInAI #ResponsibleAI #AITransformation #DigitalLeadership #HumanFirstAI #ChatbotIsNotStrategy

After listening to over one hundred senior HR leaders in recent workshops, one message came through crystal clear: the difference between aspirational HR agendas and sustainable impact isn't just about knowing what to do, it's about having the courage to actually do it. While we've made tremendous progress identifying the critical human capability agendas of our time (talent acquisition, leadership development, organizational transformation, and HR evolution), I've observed that without personal courage, these remain wishful thinking rather than transformative reality. The HR professionals who truly create stakeholder value are those who overcome fear with confidence, challenge the status quo, and turn their values into daily behaviors. In my latest article, I explore courage not just as a timeless virtue, but as an essential HR competency for today's disruptive workplace. I break down the "why, what, and how" of courage: from understanding it as an emerging agenda, to developing the mindset, to mastering seven specific skills that help navigate the paradoxes every HR leader faces. The seven skills particularly fascinate me because they're about learning when to take informed risks versus practicing restraint, when to challenge versus confirm, and when to be vulnerable versus confident. These aren't contradictions. They're the nuanced judgments that separate good HR professionals from great ones. I'm curious about your experience: What role has courage played in your most significant HR wins? When have you seen the absence of courage limit an organization's human capability potential? And which of the courage paradoxes do you find most challenging to navigate in your current role?

BREAKING PHILANTHROPIC NEWS! 🎉 🙌 The NEW 2025 Bank of America Study of Philanthropy launches TODAY! I’m thrilled to share my top three takeaways for donors, nonprofits and professional advisors: DONORS 1. Be self aware: Affluent Americans tell us they are primarily motivated by their personal values (68%) in selecting causes and organizations to support. The key is to ensure that your personal priorities match the community’s greatest needs. 2. Seek underfunded causes for maximum impact: Many important causes receive pennies on the philanthropic dollar. Examples include arts and culture (3%) and the environment (2%). Your contributions are needed and may go further here. 3. Stop limiting your giving to your checkbook: 94% of affluent Americans give using cash, checkbooks and credit cards. Only 4% give publicly traded securities. No no just NO! I understand you are motivated by your values, not taxes, in your giving but PLEASE be tax efficient to enhance the positive impact of your generosity. NONPROFITS 1. Become a trusted advisor: Only 4% of affluent Americans claim they are philanthropic experts. Teach them about your mission, impact, and tax efficient giving strategies. Your effort will be rewarded. Philanthropy experts give 6x more than novices! 2. Welcome back volunteers: One of the most encouraging findings of this year’s Study is that volunteering is on the rebound. Now is the time to supercharge your program. Volunteers give more than 2x non volunteers. 3. Remember fundraising is matchmaking - not sales: See above! The primary motivation for giving is the donor’s personal values - NOT your case for support. PROFESSIONAL ADVISORS 1. Lead with legacy: In my experience, virtually all donors want to raise philanthropic kids and grandkids. And, yet only 16% involve the rising generation in their giving. Philanthropic advising and charitable gift planning represent tremendous opportunities to help build family legacies. Your clients will thank you with their loyalty. 2. But, never overlook technical value add: See above! Donors are mostly giving from their checkbooks and need your help ensuring their gifts are tax efficient. Also, the use of giving vehicles is on the rise. 48% of $5MM+ households have a giving vehicle or plan to establish one in the next three years. 3. Connect with women as donors to accelerate the growth of your business: Women are more likely to give (85% vs 77%) and they will outlive their often older male spouse (on average by 5-7 years!). If you want to retain women as clients, connect with them now as donors! For additional insights, please read our digital article: https://lnkd.in/ecgzFep5 More about Bank of America’s award-winning foundation and endowment investment management OCIO 2.0 platform: https://lnkd.in/gV2wtcx3 #fundraising #grantmaking #ocio #whatsnext

Your team isn't lazy. They're confused. You need a culture of accountability that's automatic: When accountability breaks down, it's not because people don't care. It's because your system is upside down. Most leaders think accountability means "holding people responsible." Wrong. Real accountability? Creating conditions where people hold themselves responsible. Here's your playbook: 📌 Build the Base Start with a formal meeting to identify the real issues. Don't sugarcoat. Document everything. Set a clear date when things will change. 📌 Connect to Their Pain Help your team understand the cost of weak accountability: • Stalled career growth • Broken trust between teammates • Mediocre results that hurt everyone 📌 Clarify the Mission Create a mission statement so clear that everyone can recite it. If your team can't connect their role to it in one sentence, They can't make good decisions. 📌 Set Clear Rules Establish 3-5 non-negotiable behaviors. Examples:  • We deliver what we commit to  • We surface problems early  • We help teammates succeed 📌 Point to Exits Give underperformers a no-fault, 2-week exit window. This isn't cruelty. It's clarity. 📌 Guard the Entrance Build ownership expectations into every job description. Hire people who already act like owners. 📌 Make Accountability Visible Create expectations contracts for each role. Define what excellence looks like. Get signed commitments. 📌 Make It Public Use weekly scorecards with clear metric ownership. When everyone can see who owns what. Accountability becomes peer-driven. 📌 Design Intervention Create escalation triggers: Level 1: Self-correction Level 2: Peer feedback Level 3: Manager coaching Level 4: Formal improvement plan 📌 Reward the Right Behaviors Reward people who identify problems early. (not those who create heroic rescues) 📌 Establish Rituals Conduct regular reviews, retrospectives, and quarterly deep dives. 📌 Live It Yourself Share your commitments publicly. Acknowledge your mistakes quickly. Your team watches what you do, not what you say. Remember: The goal isn't to catch people failing. It's to create conditions where:  • Failure becomes obvious  • And improvement becomes inevitable. New managers struggle most with accountability:  • Some hide and let performance drop  • Some overcompensate and micromanage We can help you build the playbook for your team. Join our last MGMT Fundamentals program for 2025 next week. Enroll today: https://lnkd.in/ewTRApB5 In an hour a day over two weeks, you'll get:  • Skills to beat the 60% failure rate  • Systems to make management sustainable  • Live coaching from leaders with 30+ years experience If this playbook was helpful... Please ♻️ repost and follow 🔔 Dave Kline for more.

Nonprofits, if I had to build corporate partnerships from scratch today, here’s the real playbook: 1. Stop begging. Start collaborating. Your opening line to a company should never be: “We’re looking for sponsors.” Instead, it should be: “We’re building a movement around [cause]. Want to co-author the story?” Shift your posture from “needing help” to “offering opportunity.” 2. Ditch the gold-silver-bronze garbage. Create partnership experiences that feel custom-built: Fund an innovation lab Co-host a thought leadership series Launch a branded scholarship program Make them the hero of a tangible impact, not a logo on a step-and-repeat. 3. Play offense on LinkedIn If you’re waiting for CSR managers to stumble onto your website, you’ve already lost. Connect with CSR, ESG, HR, and Marketing leads at 50 dream companies. Post 3–4 times a week showing WHY your mission matters to their brand narrative. Share wins with attribution: “Thanks to partners like [Company], we [result].” Visibility builds familiarity. Familiarity builds trust. Trust builds checks. 4. Build a Corporate Advisory Council. Invite 5–10 execs from different companies to join a “founding circle.” No donation required upfront. What you’re asking for: • Their insights • Their network • Their pride of ownership Once they feel bought in, the dollars will follow. 5. Make it ridiculously easy to say yes. No 17-page decks. No committee calls. No 90-day “we’ll get back to you” limbo. Your ask should be crystal clear: “We have a $25,000 project funding gap.” “Here’s what you’ll get in return.” “Here’s how your brand will be celebrated.” Simplicity wins deals. Period. 6. Follow up like a human, not a robot. No “just circling back” emails. No “checking in on my proposal” DMs. Send them micro-wins: “Just wanted to share, we hit 100 youth served this month!” “This story made me think of your team’s values.” Stay top of mind without being top of inbox spam. In 2025, partnerships are won by building narratives, not asking for charity. You’re not selling sponsorships. You’re offering legacy. Act accordingly. Want to learn how we’re helping nonprofits land $25K–$250K partnerships without begging? Comment “Build” or DM me. We’re opening a private training soon.

Accountability is one of the most important—and often overlooked—skills in leadership. It’s not about micromanaging or policing your team. It’s about setting people up for success. How? 🤷♀️ Through the three C's of clear expectations, challenging conversations and consistent follow-through. While we all want to believe people will naturally follow through on what they commit to, that doesn’t always happen. And when it doesn’t, too many leaders let it slide. But brushing these moments under the carpet doesn’t help anyone, all it does is erode accountability over time. So, what DO you do?? 1️⃣ Be crystal clear about expectations. Ambiguity is the enemy of accountability. If people don’t know exactly what’s expected of them, how can they deliver? Take the time to clarify actions and responsibilities WITH them, not for them. 2️⃣ Document commitments in 1:1 check-ins. Writing the actions down is REALLY important. It ensures nothing gets lost and sets a reference point for everyone involved. 3️⃣ Explain the 'why.' People are much more likely to follow through if they understand why their actions matter. How does their work contribute to the bigger picture? What’s at stake if it’s not done effectively and efficiently? 4️⃣ Anticipate and address barriers. Ask if there are any obstacles standing in the way of getting the job done. When you help remove these barriers, you’re building trust and giving people every chance to succeed. 5️⃣ Follow up at the agreed time. Don’t leave it to chance—check in when you said you would. Ideally, your team members will update you before you even have to ask. But if they don’t, don’t skip the scheduled follow-up. 6️⃣ Acknowledge effort or address gaps. If the action was completed, recognize the effort. If it wasn’t, outline the expectations for the role and provide specific feedback on what needs to improve. Be transparent about the implications of not meeting role requirements over time, ensuring the person understands both the consequences and the support available to help them succeed. (A lot of people need help to develop the skills to have this conversation!!) 7️⃣ Plan the next steps. Whether the task was completed or not, always end by agreeing on the next steps and setting clear timelines. If you need a lean/leadership coach to work on these areas and help increase accountability right across your organization, then get in touch! It's one of my specialties... 😉 _____________________________________________________ I'm Catherine- a Lean Business and Leadership Coach. I take a practical hands-on approach to helping teams and individuals achieve better results with less stress. Follow me for insights on lean, leadership and more.