Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
High Performance with High
Integrity
Ben Heineman Jr
Contemporary companies must
fuse high performance with high
integrity.
Hi performance means
Strong sustained economic growth
Superior products and services
Durable benefits to shareholders
and ...
Hi Integrity means
Tenacious adherence on the part of
the orgn to rules and procedures, in
spirit and letter
Voluntary ado...
I urge the CEOs to move beyond
the ‘tone at the top 'platitudes to
drive a robust high integrity and
high performance cult...
If we want hi performance with
high integrity, we should actually
focus on how the CEO actually
governs the company.
The CEO and his team need to
literally take thousands of actions
with integrity implications every
day.
We will not repeal human nature ,
but we must reduce improprieties
to a minimum. It is a quest taken
in good faith, engagi...
Personal incentives driven by
‘making the numbers’ create
ubiquitous temptations.
Employees may feel that their
bonuses et...
I believe that the CEOs core task is
to channel the financial pressures
by building systems, processes
and articulating pr...
Corporate governance has three
dimensions:
a. The relationship betn shareholders
and the company,b.The relationship
betwee...
Any business leader who has been
through an intense government
investigation, can testify to its
huge and negative impact.
As a result, business leaders must
work much harder and more
effectively in a hostile, less
forgiving environment.
High Integrity from leaders gets
many benefits :
It attracts good talent, it
empowers employees to speak up,
it contribute...
If you create the right systems and
procedures, you create the right
culture.
A company must have a robust set
of practices to:
track business disciplines
have real consequences
use needed resources
Leaders must lead
Put integrity first
The CEO must make it clear that
top executives of the company will
not be spared or favored for any
violation of the code,...
An even more powerful message
is the removal of senior leaders
whose problem is ‘omission’ and
not ‘commission’. They knew...
The CEO must remove all leaders
who don’t commit to high
integrity behaviors.
Communicate decisions candidly.
Leaders must embody values.
Companies are exquisitely attuned
to hypocrisy on the part of their
leaders.
For a CEO, every employee event
is a ‘public’meeting that demands
the best personal behavior that is
consistent with compa...
Senior executives must both be
managers and leaders.
The hardest act for a hi
performance hi integrity culture is
the ability for business leaders to
invest time and effort ne...
Once detections of violations are
seen, a good company responds
effectively and quickly.
Responding to violations has four
dimensions :
Investigation
Individual discipline
Remediation within the business
unit
Re...
The impropriety such as cheating
on an expense statement, simply
grows out of a personal weakness
and this poor behavior i...
The CEO must encourage the CFO
and the GC to be strong voices at
the table on such issues. The CFO
and the GC must represe...
All employees must commit to:
Formal and ethical obligations
Do things right by following the
duties
Live the values of ca...
During my time at GE, whenever I
was asked what I lose sleep over -
it was emerging markets.
The temptation to bend rules to
suit local requirement sis great
and is the first step for a series of
mishaps to follow.
When integrity issues surface, the
CEO must accept full responsibility
and start in play a set of actions to
set it right.
One of the most difficult aspects
of managing an integrity crisis is to
allow the facts to develop in a
searching, honest ...
Reputation like a forest takes
years to grow but can burn down
overnight.
A strong foundation is built on
strong reality – the ability to tell
the truth and add to the truth, not
speak half truths.
A self confident CEO will present
the company to the board and the
employees in the most honest
way, he will not lead eith...
High Performance with High Integrity
Prochain SlideShare
Chargement dans…5
×

High Performance with High Integrity

1 519 vues

Publié le

Shankar , our GC brought this book to my attention.
This is a book written by a former GE GC. Many people believe that high performance and high integrity cannot co- exist. The author Ben Heineman systematically shows us how it should be done laying great emphasis on the CEO and those who lead teams.

This great company trusts each and every one of us to do the right thing, every moment, every day. I have enormous faith that you will build a high integrity –hi performance culture, both are important.

Publié dans : Business
  • Identifiez-vous pour voir les commentaires

High Performance with High Integrity

  1. 1. High Performance with High Integrity Ben Heineman Jr
  2. 2. Contemporary companies must fuse high performance with high integrity.
  3. 3. Hi performance means Strong sustained economic growth Superior products and services Durable benefits to shareholders and stakeholders.
  4. 4. Hi Integrity means Tenacious adherence on the part of the orgn to rules and procedures, in spirit and letter Voluntary adoption of global standards Employee commitment to the core values of honesty,candor,fairness,reliability and trustworthiness.
  5. 5. I urge the CEOs to move beyond the ‘tone at the top 'platitudes to drive a robust high integrity and high performance culture by reaching out deep into the company.
  6. 6. If we want hi performance with high integrity, we should actually focus on how the CEO actually governs the company.
  7. 7. The CEO and his team need to literally take thousands of actions with integrity implications every day.
  8. 8. We will not repeal human nature , but we must reduce improprieties to a minimum. It is a quest taken in good faith, engaging most of the people most of the time, in a human way.
  9. 9. Personal incentives driven by ‘making the numbers’ create ubiquitous temptations. Employees may feel that their bonuses etc. and even job security depends on those numbers.
  10. 10. I believe that the CEOs core task is to channel the financial pressures by building systems, processes and articulating principles for every decision.
  11. 11. Corporate governance has three dimensions: a. The relationship betn shareholders and the company,b.The relationship between the directors and the top leaders and c. The relationship between leaders and the employees.
  12. 12. Any business leader who has been through an intense government investigation, can testify to its huge and negative impact.
  13. 13. As a result, business leaders must work much harder and more effectively in a hostile, less forgiving environment.
  14. 14. High Integrity from leaders gets many benefits : It attracts good talent, it empowers employees to speak up, it contributes to meritocratic evaluations,helps create alignment between personal and professional values.
  15. 15. If you create the right systems and procedures, you create the right culture.
  16. 16. A company must have a robust set of practices to: track business disciplines have real consequences use needed resources
  17. 17. Leaders must lead
  18. 18. Put integrity first
  19. 19. The CEO must make it clear that top executives of the company will not be spared or favored for any violation of the code, in fact they should be held to a higher standard.
  20. 20. An even more powerful message is the removal of senior leaders whose problem is ‘omission’ and not ‘commission’. They knew but didn’t act, that’s a bigger sin.
  21. 21. The CEO must remove all leaders who don’t commit to high integrity behaviors.
  22. 22. Communicate decisions candidly.
  23. 23. Leaders must embody values. Companies are exquisitely attuned to hypocrisy on the part of their leaders.
  24. 24. For a CEO, every employee event is a ‘public’meeting that demands the best personal behavior that is consistent with company values.
  25. 25. Senior executives must both be managers and leaders.
  26. 26. The hardest act for a hi performance hi integrity culture is the ability for business leaders to invest time and effort needed to embed integrity principles and practices into key business processes.
  27. 27. Once detections of violations are seen, a good company responds effectively and quickly.
  28. 28. Responding to violations has four dimensions : Investigation Individual discipline Remediation within the business unit Remediation across the company as appropriate
  29. 29. The impropriety such as cheating on an expense statement, simply grows out of a personal weakness and this poor behavior is borne out by poor risk mitigation.
  30. 30. The CEO must encourage the CFO and the GC to be strong voices at the table on such issues. The CFO and the GC must represent the corporation’s interests and not the CEOs.
  31. 31. All employees must commit to: Formal and ethical obligations Do things right by following the duties Live the values of candor, honesty, fairness, reliability
  32. 32. During my time at GE, whenever I was asked what I lose sleep over - it was emerging markets.
  33. 33. The temptation to bend rules to suit local requirement sis great and is the first step for a series of mishaps to follow.
  34. 34. When integrity issues surface, the CEO must accept full responsibility and start in play a set of actions to set it right.
  35. 35. One of the most difficult aspects of managing an integrity crisis is to allow the facts to develop in a searching, honest and comprehensive way. There is a human tendency to defend something.
  36. 36. Reputation like a forest takes years to grow but can burn down overnight.
  37. 37. A strong foundation is built on strong reality – the ability to tell the truth and add to the truth, not speak half truths.
  38. 38. A self confident CEO will present the company to the board and the employees in the most honest way, he will not lead either astray.

×