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Richard Bistrong, former corporate criminal turned business ethics evangelist shares a personal story about...
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Respondents whose managers consistently exhibit moral leadership are five times more likely to report satisfied customers.
The United Nations Global Compact last week marked 20 years of uniting business for a better world.
Are workers ready for a new level of information-gathering, especially when it comes to their health?
Two things separate these protests: The size and diversity of the people out in the streets. And people in positions of power are listening.
As the U.S. descends into chaos, most of us are looking longingly for examples of moral leadership from those in power.
Top programs are 30% more likely to add questions about ethics to employee surveys, 60% more likely to gauge trust, respect, transparency.
Every ethics and compliance executive is asking just how strong their E&C program is. COVID-19 is providing them with the answer.
The leaders embraced LRN’s stance on moral leadership, noting winning teams are built on individuals sacrificing for the good of the whole.
Ready or not, some states are starting to reopen for business, and companies are having to prepare for an eventual return to the workplace.
COVID-19 is prompting many ethics and compliance chiefs to finds new ways to keep their teams connected.
It's time to ditch the idea of returning to business as usual, and instead focus on creating a new paradigm--business as us.
What does it mean for an organization to have its values in the drinking water? LRN's PEI Report offers answers for bringing values to life.
LRN’s 2020 Ethics & Compliance Program Effectiveness Report spotlights how ethics and compliance failures can have fatal consequences.
Companies would do well to focus on their ethical culture as the way to survive this COVID-19 pandemic.
Moral leadership means doing the next right thing; now that means helping each other get through this unprecedented and uncertain situation.
Companies that have cultures of ethics, trust, positive values, and transparency are surfing this wave better than organizations that don't.
Where does the virtue in trust exist? Is it in the person extending trust, or in a person for being trustworthy?
Raising concerns should be phrased in a constructive manner, and the words we use can help to get that message across.
A main theme from LRN’s 25 & Beyond event was the need for organizations to put people first when considering how to strong E&C programs.
The Airbus enforcement action will be the classic case study going forward on just how bad a catastrophic E&C failure can be.