Doing Good
Sprache: Englisch
Verlag: AuthorHouse, 2010
- Softcover
- Neu

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- Titel
- Doing Good
- Autor
- Adonis E. Hoffman Esq.
- Verlag
- AuthorHouse
- Erscheinungsjahr
- 2010
- Zustand
- New
- Einband
- PAP
- Sprache
- Englisch
- ISBN-10
- 1452048185
- ISBN-13
- 9781452048185
- Artikelgewicht
- 299 Gramm
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Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.
Doing Good
The New Rules of Corporate Responsibility, Conscience and CharacterBy Adonis E. HoffmanAuthorHouse
Copyright © 2010 Adonis E. HoffmanAll right reserved.
ISBN: 978-1-4520-4818-5
Contents
Preface..............................................................9Introduction.........................................................17I. Values............................................................24II. Standards & Ethics...............................................34III. Governance and Accountability...................................44IV. Conduct and Best Practices.......................................54V. Employees and Workers.............................................64VI. Sustainability...................................................74VII. Citizenship.....................................................84VIII. Inclusion and Diversity........................................94IX. Philanthropy.....................................................104X. Government, the Law & Public Policy...............................114XI. Consumers, Customers and Clients.................................124Doing Good by Top Corporations.......................................134End Notes............................................................144Index................................................................155Acknowledgements.....................................................160About the American Business Leadership Institute.....................161About the Author.....................................................162
Chapter One
ValuesRule 1: Accept Responsibility
Harry Truman epitomized responsibility in a chief executive. His now famous words, "the buck stops here," became part of the national lexicon and changed the way Americans viewed their leaders from that point forward. "The Buck Stops Here" became an instant euphemism for responsible leadership.
President Truman's sense of accountability and his acceptance of responsibility for the actions of his administration fundamentally changed the way all chief executives were to be viewed from that point forward. It was a classic lesson in the principle that responsibility begins at the top.
In today's business environment, leadership must come from the top. Directors, CEOs and key executives should establish the tone for the rest of the company. The classic excuses employed by Enron CEO, Ken Lay, that all of the misdoing was some other executive's responsibility do not hold water in today's environment.
Business leaders need to accept responsibility for every facet of corporate affairs, recognizing that their employees, shareholders, investors, and customers will be judging their actions and the world will be watching.
"You are not here merely to make a living. You are here to enable the world to live more amply, with greater vision, and with a finer spirit of hope and achievement. You are here to enrich the world. You impoverish yourself if you forget this errand." Woodrow Wilson, 28th President of the United States
Rule 2: Develop Vision
According to the Proverbs: "Without vision, the people perish". Likewise, without a clear sense of vision, a business leader cannot effectively lead an organization in today's highly competitive marketplace.
Very few people are born visionaries and business leaders are no different—most must work hard at it. By carefully following macro trends, studying all of the external factors that affect the company and its industry, a business leader can learn to develop uncanny and extraordinary vision.
The first step is to develop a broad worldview—well beyond the narrow interests of the company. Look at the world. Where does the organization fit? Where does it want to be? How will the company operate in the future political and economic climate? What are the larger geopolitical and global economic factors at play?
How will employees, customers and shareholders buy into the vision, and how will you communicate in a way that inspires confidence, commitment and concerted action? These are all challenges for the business leader, but not insurmountable. Develop a vision and let it guide the organization's actions. Without vision, the profits, too, will perish.
"A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme." Jim Collins, author, Good to Great
Rule 3: Put Value on Values
Corporate values are just as important as brands. Companies today become associated with broader values whether they like it or not. Developing, defining and articulating those values are among the business leader's most difficult, but important, challenges.
In a recent survey of leading CEOs, "the internal communication of values and policies" received more votes than any other option as a key way to measure the integration of corporate citizenship into the performance of corporate leaders.
As fundamental as this may be, many business leaders fail to state their values explicitly, even though doing so provides their customers, clients and partners with a great sense of comfort. In essence, they undervalue their values!
When the leadership of a company lays out its values, it is telling customers, investors, and the market what it believes, and what it aspires to become.
For many consumers, it is comforting to know which values a company prioritizes. Business leaders should spend whatever time it takes to define, develop and deliver a values-based company and do their best to integrate those values into every corporate message.
"Ultimately, what distinguishes a company's practice of corporate citizenship is expressed by the way in which it delivers its core values. The competitive companies of the future will find how to fundamentally align and embed their core values — including the values that society expects them to hold. Values are becoming a new strategic asset and tool that establishes the basis of trust and cooperation." Boston College Center for Corporate Citizenship
Rule 4: Be Good for Something
Martin Luther King, Jr. once said, "If you don't stand for something, you'll fall for anything". At the time, those words were a clarion call to his countrymen to become people of principle and to work for the greater good. It was a reminder that unless our lives and work are tied to bigger things, we risk failure and marginality.
When it comes to business, the notion of goodness presents an entirely new set of thorny issues. Corporations exist to produce and to profit. By design, they are not persons, but institutions of commerce, trade and service. In human terms, companies don't have a heart or a soul. Goodness—beyond what is legally required and expected—has no place on the corporate agenda, some would argue.
But they would be wrong.
Today, society expects corporations to act differently than in the past. Consumers, activists, regulators and policymakers have come to believe that corporations should have a heart, if not a soul. As a society, we believe a company must stand for something other than productivity and profit. It is one of the greatest challenges for today's business leaders, but more companies are meeting the challenge by digging...
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COLLECTION:
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We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:
In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:
where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.
In respect of special categories of personal data, we may process this in the following circumstances:
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In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.
RETENTION PERIOD:
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We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.
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Where we store your personal data
We principally store data, both electronically and on file, at our office.
Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.
Your rights
Under certain circumstances, you have the right by law to request:
access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
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CHANGES TO THIS PRIVACY POLICY
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Last amended May 2021.