When corruption, unethical or illegal practices occur in an organisation, there’s increasing pressure for Chief Executives to take responsibility. Leaders will often claim they didn’t know what was going on, and therefore cannot be held responsible.
Here is an interview with the CEO of Ford, Alan Mulally.
It's good all the way through, but especially from minutes 12'-16'30". He tells a great story of a highly visible moment where he found a way to use the traffic light system to get his people to know that covering up poor performance is a worse sin that the results themselves. You get to hear how quick it can be to change a cultural norm with the right leadership behavior.
When searching for a name for a name for my book, my editor at Random House told me the name should describe the essence of the book's content.
Hmmm, a good challenge for someone who has just written 100,000 words on the topic of corporate culture. What was the essence of leading culture successfully? Of course, it was to walk your talk.