Corruption and Moral Courage

Petra People
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Don't be intimidated. Eventually everything is going to be out in the open, and everyone will know how things really are. So don't hesitate to go public now. Don't be bluffed into silence by the threats of bullies. There's nothing they can do to your soul, your core being. Save your fear for God, who holds your entire life-body and soul-in his hands." Jesus Christ, Mathew 10:26-28,The Message

"But at any time an organization makes a seriously wrong decision, its leaders should call for an intensive postmortem. Such learning opportunities are too often overlooked. The tendency is simply to call on the public relations department to spin the mater, to make another inadequately thought-out decision, and perhaps to scapegoat, even fire, a few staff members. Because most companies cover up their mistakes instead of learning from them, systemic flaws in information flow tend to remain to do their damage another day." (pp. 22-23) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"But legislation alone [Sarbanes-Oxley Act] cannot make organizations open and healthy. Only the character and will of those who run them and participate in them can do that….If a culture of collusion exists instead of a culture of candor, participants will find ways around the rules, new or old, however stringent." (p. 8) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"Get yourself ready! Stand up and say to them whatever I command you. Do not be terrified by them, or I will terrify you before them. Today I have made you a fortified city, an iron pillar and a bronze wall to stand against the whole land-against the kings of Judah, its officials, its priests and the people of the land. They will fight against you but will not overcome you, for I am with you and will rescue you," declares the LORD. Jeremiah 1:17-19, NIV

"Sociologist Myron Glazer has studied several hundred whistleblowers in government and industry, and found that almost inevitably the person who exposes the wrongdoing suffers, usually in being shunned, demoted, fired, or otherwise punished." (p. 10) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"Although whistleblowers are often exiled from their organizations for their unwanted candor, Glazer's study revealed that they almost always found the courage to speak out in their deep commitment to the core values of the organization. Even when labeled traitors by their colleagues, such tellers of unsettling truths often feel passionate loyalty to the organization and act because they feel the secret activity violates its mission and ethical core." (p. 10) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"If dissidents aren't called crazy, they are portrayed as disloyal-and treason after all, is a capital offense. The charge of disloyalty is as easy for leaders to bring against followers as it is difficult for the accused to counter and disprove. Moreover, as loyalty is typically an admirable trait, it is also a convenient blind for cowardly followers to hide behind." (p. 79) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"There's trouble ahead when you live only for the approval of others, saying what flatters them, doing what indulges them. Popularity contests are not truth contests-look how many scoundrel preachers were approved by your ancestors! Your task is to be true, not popular….Your true being brims over into true words and deeds." Jesus Christ, Luke 6, 26, 45 The Message

"But leaders have to do more than ask for the counsel of others. They have to hear it. All of us would do well to reflect on how receptive we are to the suggestions and opinions of others and alternate points of view. One motive for turning a deaf ear to what others have to say seems to be sheer hubris: leaders often believe they are wiser than all those around them. The literature on executive narcissism tells us that the self-confidence top executives need can easily blur into a blind spot, an unwillingness to turn to others for advice." (p. 26) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

"As we have found again and again, one of the dangerous ironies of leadership is that those at the top often think they know more than they do. There seems to be an inexorable filtering out of bad news that often leaves those in the highest positions with potentially disastrous information gaps. Our research, for instance, shows the higher leaders rise, the less honest feedback they get from followers about their leadership. Direct reports understandably hesitate to enumerate the boss's leadership failings. And so top leaders easily lose touch with the ways others see them and many remain poor listeners, abrasive, tuned out, or otherwise clueless about their own limitations. The routine keeping of accurate information from the leader may lead to groupthink in decision making." (p. 38) Transparency: How Leaders Create a Culture of Candor (2008). Warren Bennis, Daniel Goleman, James O'Toole, and Patricia Ward Biederman

Shine the light on fraud. Your voice counts!

http://www.ipetitions.com/petition/shine-the-light-together/

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