Recognizing Cultural Champions

When I first started working with organizations on ethics, I was struck by something Serina Vash, a former federal prosecutor, once said: the people making the worst ethical choices often aren’t “bad” people—they’re ordinarily good people who’ve been put in impossible situations. Too often, companies think ethics is about compliance policies or an annual signature on a Values Statement. But policies alone won’t stop misconduct. Pressure to hit unrealistic goals, conflicting objectives, fear of speaking up, and even small signals from leaders can push well-intentioned employees to compromise their values. Creating an ethical workplace isn’t a once-a-year exercise. It’s a daily practice, shaped by the examples leaders set and the environments they create. Every decision, every interaction, every expectation sends a message. And if you want ethics to be the norm, you have to make sure that message is clear. Read more about how ordinary people make extraordinary ethical mistakes—and what leaders can do to prevent them in my Harvard Business Review article: https://lnkd.in/gcPxVgJ #Leadership #Ethics #OrganizationalCulture #CorporateResponsibility #EthicalLeadership #BusinessEthics #HRLeadership

If you are in charge of bringing in facilitators or trainers for your Indigenous organization or community; 1) Ask for references. Actually phone them. You would be surprised how many people use someone as a reference who has no idea that they were used as a reference and have never worked directly with that person before. Someone who dislikes me very much used me as a reference because they thought it would look good on their resume - I was very honest with that prospective employer and they definitely did not get the job. 2) Check with the aunty network. The aunties know everything. Everything! In particular, who the creeps are. A facilitator is there to pass on information - not to make time with your participants. You would be surprised how many think it’s an actual perk of the job. 3) If they claim to be Indigenous, ask them how. Are you a status Indian? Recognized member of the Red River Métis? Inuit? Is there someone I can call from your family’s home community to verify this? Who are your parents? Grandparents? What community claims you? 4) If they are rematriating to the culture (like, adoptees) ask them how long they have been practicing the traditions, where they got their teachings from and who their Elders are. Contact these Elders as a reference. This is not to say that an adoptee or someone raised outside of the culture can never do the work but if you’ve only been on the Red Road for a year or two, I don’t think you are in a position to be doing cultural workshops and healing work. 5) If the facilitator or team belongs to an organization or program that has an Indigenous name, ask them if the owner of the company is Indigenous. Are the other team members? What language is that company or program name? What protocols were followed to receive that name? If it’s non-Indigenous folks, ask them if they think what they are doing is cultural appropriation. Do not be the ones responsible for bringing in pretendians, frauds, predators or vastly unqualified people into your organization and community. These folks are getting away with it because people are letting them.

𝗜𝘁‘𝘀 𝗻𝗼𝘁 𝗼𝗻𝗹𝘆 𝘁𝗵𝗲 𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝘄𝗵𝗶𝗰𝗵 𝗴𝗶𝘃𝗲 𝗮𝘄𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿 𝗾𝘂𝗮𝗹𝗶𝘁𝗶𝗲𝘀 𝗶𝘁‘𝘀 𝗮𝘀 𝗺𝘂𝗰𝗵 𝘁𝗵𝗲 𝗶𝗻𝗮𝗰𝘁𝗶𝗼𝗻 𝘄𝗵𝗶𝗰𝗵 𝘁𝗲𝗹𝗹 𝘁𝗵𝗲𝗶𝗿 𝗼𝘄𝗻 𝘀𝘁𝗼𝗿𝘆 especially if ambitious business goals and incentives are at play. The balance between these goals and maintaining ethical integrity can be delicate and complex. I have seen this in a case of bystanding first hand. A situation were a project lead was overtly harassing people at work for months, using inappropriate language and manipulation. 𝗕𝘂𝘁 𝗻𝗼 𝗼𝗻𝗲 𝗱𝗮𝗿𝗲𝗱 𝘁𝗼 𝘁𝗮𝗸𝗲 𝗮𝗰𝘁𝗶𝗼𝗻. Hoping that someone else would finally step in and stop it. The project lead was on a mission to deliver a critical department goal, a one of a kind transformative solution promised to the executives. 𝗜𝘁 𝗵𝗮𝗱 𝘁𝗼 𝗯𝗲 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗲𝗱 𝗮𝘁 𝗮𝗹𝗹 𝗰𝗼𝘀𝘁. Priority was given by the leadership to the ambitious project rather than ethics. Regardless if it left the organisation at a breaking point, exhausted and with team members at the verge of mental breakdown. 𝗧𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗻𝗲𝗲𝗱𝗲𝗱 𝘁𝗼 𝗴𝗲𝘁 𝗼𝘃𝗲𝗿 𝘁𝗵𝗲 𝗹𝗶𝗻𝗲. In consequence, it created a culture of silence, where concerns raised were quickly appeased. 𝗪𝗵𝗮𝘁 𝘄𝗮𝘀, 𝗰𝗼𝘂𝗹𝗱𝗻'𝘁 𝗯𝗲. Months into it, the situation started to spiral, serious cases of burn-out and mental health problems started to emerge in the teams. There was no way leadership could turn a blind eye any longer, even though the goal was a few weeks short of being met. 𝗔 𝘄𝗮𝘁𝗲𝗿𝘀𝗵𝗲𝗱 𝗺𝗼𝗺𝗲𝗻𝘁 𝘄𝗮𝘀 𝗻𝗲𝗲𝗱𝗲𝗱 𝘁𝗼 𝘄𝗮𝘀𝗵 𝘁𝗵𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝘀𝗶𝗹𝗲𝗻𝗰𝗲 𝗮𝘄𝗮𝘆. An open confrontation at the coffee machine between a courageous manager and the project lead finally tilted the situation. A battle for the right cause. Leadership and HR had to quickly move for damage control. Hastily a note went out, that unethical behaviour was to be condemned and speaking up was encouraged. It was a late awakening to the criticality of ethical leadership. 𝗨𝗹𝘁𝗶𝗺𝗮𝘁𝗲𝗹𝘆, 𝘁𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝘄𝗮𝘀 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗲𝗱, 𝗯𝘂𝘁 𝗮𝘁 𝗮 𝗺𝗮𝘀𝘀𝗶𝘃𝗲 𝗺𝗼𝗿𝗮𝗹 𝗰𝗼𝘀𝘁. The subsequent learnings reinforced company policies putting ethical and business considerations at equal levels of importance. For me, ethical Leadership is always about taking action for what's right, inline with values. It's never about passivity, bystanding and silence to support business goals. Celebrating success is not only about achieving business goals but how these are achieved and at what costs of the team's integrity and well-being they are being delivered. What's your view on this? #leadership #sundayreflections #businesstransformation #ethicsinbusiness

✋🏽Why is ethics crucial in leadership?🤷🏽♀️ Reflecting on my journey as a leader, one moment stands out that emphasized the importance of ethical leadership. Years ago, I faced a tough decision about whether to renew services with an organization whose ethical behavior did not align with mine. Despite the potential financial loss, I chose to end the partnership, prioritizing integrity over profit. This decision taught me three key things about being an ethical leader: 🌟 NEVER compromise integrity. Always choose integrity, even if it means tough decisions or short-term losses. 🌟 Don't just talk about trust, BUILD it by being transparent and honest, creating a culture where ethics matter. 🌟 Lead like you're grandkids are watching. Show that ethical standards are a must for longevity. These lessons have been game-changers during my 13 years as a business owner, helping me navigate many ethical challenges and highlighting the importance of leading with integrity. Being an ethical leader isn't always the easiest path, but it's the most rewarding and sustainable one. I’m committed to sticking to these principles in every decision I make. ➡️ Share if this was helpful👍🏽

To all the virtuous leaders, I see you. I wanted to share some thoughts on something that’s been on my mind lately, and that is virtue-driven leadership. We truly need more of this in our workplaces and communities. We’ve all seen or heard stories about corporate scandals and leaders behaving badly, taking the credit from their teams, and so on. It’s exhausting and, honestly, it makes us lose faith in those who are supposed to be guiding us. Virtue-driven leadership is about having leaders who are honest, fair and genuinely care about doing the right thing. A lot of folks are looking for a job where their work would mean something and they could contribute to a better world. I bet leaders who show up with empathy, humility and responsibility would resonate heavily with this crowd. They inspire their teams not just to work hard, but to work with purpose. Another big reason we need virtue-driven leadership is sustainability. We’re facing some pretty huge challenges globally, from climate change to social inequality. Leaders who prioritize ethical decision-making are more likely to make choices that benefit everyone in the long run, not just the bottom line. They look at the bigger picture and think about the kind of world we’re leaving for the next generation. They’re also the ones truly building a healthy company core. Virtuous leaders create environments where people feel respected, valued, and motivated. When leaders lead with compassion and integrity, it sets the tone for everyone. It encourages a culture where ethical behavior is the norm and that’s a place where people want to stay and grow. It’s about being human and connecting on a real level. It’s about doing the right thing. We’re all tired of the corporate jargon and the facade of perfection. Leaders who are authentic and morally grounded remind us of what really matters. We need leaders with heart and integrity. #leadership

I Think You’re on Mute! Welcome to the virtual world, where “You’re on mute” became a catchphrase during the pandemic. Now, another challenge has emerged: the unsettling silence when leaders ask, “Does anyone have any questions?” This silence signals that employees might not feel safe speaking up. Psychological safety is key to fearless organizations where innovation and engagement thrive. Often, Leaders ask me, So, Gopal, how can leaders create such an environment? Consider some of the points below: 👉 Encourage Psychological Safety Imagine a workplace where expressing ideas, concerns, and even mistakes feels safe. Can you work towards fostering this by being vulnerable yourselves? Admitting mistakes and uncertainties sets a powerful example, encouraging employees to do the same. 👉Promote Open Communication Open, honest communication is vital. How about creating channels for dialogue and ensuring every voice is heard? Regular feedback sessions where leaders actively listen make employees feel valued and more likely to share innovative ideas. 👉 Focus on continuous learning In a fearless organization, mistakes are growth opportunities. Could you, as a leader, Frame errors as learning experiences and invest in continuous development programs? This motivates employees to experiment and innovate without fearing failure. 👉 Empower Teams Give teams the autonomy to make decisions and own their projects. Empowered teams take thoughtful risks and drive innovation. You may want to consider ways to Encourage collaboration and support creative thinking. Trust and value in teams boost engagement and productivity. 👉 Recognize and Reward Risk-Taking Acknowledge and reward employees who take thoughtful risks and contribute innovative ideas. Celebrate successes and analyze failures constructively. Recognizing risk-taking boosts morale and reinforces the importance of innovation. 👉 Build Trust and Respect Cultivate a culture of mutual respect and trust. Ensure all voices are heard and valued, regardless of hierarchy. Trust and respect create a supportive workplace where employees feel safe to express themselves. 👉 Set Clear Expectations and Goals Imagine driving a car with windshields fully fogged! You can’t drive. Clarity is essential. You may want to work towards providing clear expectations, goals, and individual roles. Align team and individual objectives with the company’s broader mission. When employees understand their purpose and direction, they are more confident and motivated. Building a fearless organization is a continuous journey. As much daunting as it sounds, it’s worth it! What are your thoughts about this? Is your team on mute?📵 If you liked this, follow Gopal A Iyer A Iyer for more #careers #leadership #teaming #pyschologicalsafety

I know a lot of folks are wondering how to vet facilitators and L&D vendors right now given the political climate, and shifting legal landscapes. Training on topics like identity, inclusion, and workplace culture are still important, but the stakes are high and the risk is real (I don't love Pete Buttigieg's reference to Portlandia, but he's also not entirely wrong - IKKYK) so I’ve been doing some thinking on how to support clients and colleagues on how to evaluate vendor fit right now. Here are a few key areas to assess—along with questions to ask and what to look for in their answers. ✅Customization – “How do you tailor your sessions to align with our organization’s unique culture, challenges, and goals?” ➡️ Look for: A facilitator who actively engages in pre-session discovery, asks about legal and political sensitivities, and can explain how they adapt content to different industries and risk levels. Avoid one-size-fits-all approaches or those who assume what worked last year will work now. ✅ Meeting People Where They Are – “How do you handle resistance or skepticism from participants to ensure they stay engaged and open to learning?” ➡️ Look for: Experience working with skeptical or mixed-audience groups, not just “preaching to the choir.” Facilitators should describe strategies for keeping people engaged—even those who enter the room resistant or fearful of saying the wrong thing. A strong facilitator has thought ahead about how to keep the session productive without avoiding the tough stuff. If they say, “We don’t really run into challenges,” they aren’t being honest. ✅ Adaptability & Meeting the Moment – “Can you share an example of how you are adjusting your approach based on current events, organizational shifts, or political dynamics?” ➡️ Look for: Evidence that they stay informed on legal and political changes. Do they understand the risks companies are navigating right now? Can they modify language, framing, or exercises to align with evolving laws and company risk tolerance without watering down the learning? Avoid facilitators who seem stuck in outdated frameworks or afraid to acknowledge today’s complexities, but still able to get important principles and values across. ✅ Alignment with Your Goals & Needs – “What does success look like in a session like this, and how do you ensure we get there?” ➡️ Look for: Whether they ask about your goals, how you define your success, internal concerns, and existing workplace tensions—then offers a strategy that fits your unique environment. If they just say, “We’ll cover what you ask,” or give you a standard version of success they may not be thinking critically about what success looks like for your organization. With everything happening in the world right now, facilitator approach matters just as much as the content. Hopefully, these questions can help you find facilitators and vendors who know how to navigate this moment with skill, care, and real impact.

An exec asked me how to fire up innovative activity in a high-compliance corporate culture. I answered that behavior always has a structural component. In addition to saying good words, you also have to change the environment in a material way: Provide rewards for the behavior you want, and stop rewarding performative over-compliance. Let individuals participate in the upside of patents they help generate. Add innovation into the job description. Promote people risk-takers as long as they generate valuable learning. In short, show, as well as tell, people that you're serious. There's one more really important element: Convenience! Make innovation the easiest thing people do all day! Make it easy to talk to customers, make it easy and pleasing to dig into prototyping materials, make it easy to get leader eyes on a regular basis for feedback, connections and resource needs. Make innovation a habit.

Trust is currency. I’ve spent a career earning it. In espionage, trust isn’t a buzzword. It’s your lifeline. You can’t fake it. You can’t force it. You earn it—in whispers, not declarations. In patterns, not promises. I didn’t recruit spies because I was charming. I recruited them because they believed I would protect them. And I did. Now? I lead teams, advise execs, and build human risk programs. The job’s changed. The stakes haven’t. Because here’s the truth:  🛑 Being liked is optional. ✅ Being trustworthy is not. The best leaders I’ve worked with never begged for approval. They made hard calls, took responsibility, and protected their people—even when it cost them. They didn’t posture. They practiced. Ethical leadership isn’t about being perfect. It’s about being predictable in the best way possible. 💡 Can your team trust your intentions, not just your instructions? 💡 Do they know how you’ll show up when it’s hard? 💡 Would they come to you with the truth—even when it’s messy? If not, the problem isn’t culture. It’s trust. And if you don’t build it deliberately, it erodes quietly. Leadership isn’t a title. It’s a relationship. And like any good relationship, it requires consistency, clarity—and the guts to choose integrity over ego. #Leadership #Trust #HumanRisk #EthicalLeadership #Spycraft #SecurityCulture #InsiderThreat #ExecutivePresence #PeopleFirst #WitAndWisdom

Culture isn’t built in a day. It’s shaped by the ‘wins’ we choose to celebrate. I’ve seen it firsthand: new managers often focus solely on big milestones, missing the small wins that drive momentum. Small wins create momentum for big growth. How to Build a Culture of Celebration 1. Define What Progress Looks Like → Break big goals into smaller, actionable steps. → Celebrate progress, no matter how small. 2. Recognize Effort and Impact → Highlight contributions during team meetings. → Connect small wins to the team’s larger goals. 3. Personalize Recognition → Tailor celebrations to what motivates individuals. → Use verbal praise, notes, or meaningful rewards. 4. Encourage Peer Recognition → Find ways for your team to celebrate each other. → Build routines for weekly success shout-outs. 5. Spotlight Problem-Solving Wins → Recognize innovative solutions to challenges. → Show how small fixes lead to greater efficiencies. 6. Celebrate Incremental Improvements → Acknowledge steps toward improving processes. → Reinforce progress at every stage of the journey. 7. Highlight Collaboration → Call out teamwork that led to a positive outcome. → Show how shared wins build collective strength. Every team needs big goals. But the small wins are what get you there. Celebrating small wins builds trust and keeps teams aligned with long-term goals. #BuildingLeaders #Manufacturing 👉 What’s a recent small win your team achieved? Tell me below!