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Ethics, Integrity, Trust. Bruce Blessington Chairman - Flight Landata, Inc. Former CEO - Ferraris Group Director - Seabrook International. Member, Board of Advisors – Boston Private Bank Certified Director- National Association of Corporate Directors (NACD)

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ethics integrity trust

Ethics, Integrity, Trust

Bruce Blessington

Chairman - Flight Landata, Inc.

Former CEO - Ferraris Group

Director - Seabrook International.

Member, Board of Advisors – Boston Private Bank

Certified Director- National Association of Corporate Directors (NACD)

Member- Institute of Directors - London

why bother with this stuff
Why bother with this stuff?
  • Adherence to ethical standards is an indivisible part of a business organization’s responsibility to all stakeholders and ultimately influences its survival.
  • A counter weight is needed to the huge emphasis placed on individual performance in MBA programs and in organizations. The “what’s in for me syndrome”.
  • Better – “What’s in it for us.”
teaching ethics
Teaching Ethics
  • Difficult task after character is formed by experience.
  • Provide principles (“rules of engagement”).
    • General principles
    • Recognizing conflicts of interest
    • Business cultures that promote integrity
    • Decision making concepts (“the harder right”).
general principles
General Principles
  • Organizations need to internalize their values and be ready to live up to them even when it’s very costly.
  • Just because its “legal” or socially acceptable doesn’t mean its ethical.
  • “Going along to get along” is a crisis, a crisis of agreement! Boards are highly susceptible. Courage needed!
general principles cont d
General Principles (cont’d)
  • Organizations need to continuously reinforce their ethical standards, top down, formally and informally, by discussion and by example.
  • People and organizations don’t become bad all at once.
  • Take no such action, that if you were later called to testify about it under oath, you would be faced with the stark choice of:
    • Appearing foolish, venial, criminal or
    • Committing perjury to avoid a.).
conflicts of interest culture and decision making
Conflicts of Interest, Culture and Decision Making
  • Conflicts of Interest
    • Identify, Disclose, Insulate
  • Culture
    • Intense focus on short term results creates an anti-ethical environment.
  • Decision making
    • The “Harder Right” – the decision that most positively effects the widest possible circle of people sometimes involving personal sacrifice by an individual.1

1. The West Point Way of Leadership – L. R. Donnithorne

building trust
Building Trust
  • Consistency counts!
  • It’s essential to engage in principled behaviors:
    • Respect for others
    • Fairness,
    • Clear communication of corporate goals
    • Telling the truth
  • These behaviors will see you through turbulent times especially when you have to make tough decisions.
real life ethical dilemmas
Real Life Ethical Dilemmas
  • The Dodgy Directors
  • The Felon in the Payroll Department.
  • The Medical Nightmare.
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“A life lived without a strong moral, ethical code is not a life worth living.” Larry R. Donnithorne Col. USA (Ret.)