My last article about happiness emphasizes the fact that many of us measure success simply by how happy we are most of the time. How others see our success (and I mean here „ours” in general not related to me or my colleagues), is a different story. How the current (mainly Western) society measures success at large, that’s another story too.
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I strongly believe prolonged fear and anxiety (caused nowadays by the COVID-19 virus) might be more damaging than the virus itself. No one says not to think about it, ignore it or not to stay vigilant, but over-stressing about it does not help anyone.
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Many of us feel we are at a point in our lives when the presence of meaning at work has become essential. Not that it didn’t matter earlier, but as we have “grown up” a bit more, especially since many of us have achieved a decent level of financial well-being, we’ve come to realize happiness and non-financial well-being haven’t always come in the same “package”.
Read moreMost companies have ethics and compliance policies that get reviewed and signed annually by all employees. “Employees are charged with conducting their business affairs in accordance with the highest ethical standards,” reads one such example. “Moral as well as legal obligations will be fulfilled in a manner which will reflect pride on the Company’s name.” Of course, that policy comes directly from Enron. Clearly it takes more than a compliance policy or Values Statement to sustain a truly ethical workplace.
Read moreWhen we hear about unethical executives whose careers and companies have gone down in flames, it’s sadly unsurprising. Hubris and greed have a way of catching up with people, who then lose the power and wealth they’ve so fervently pursued. But is the opposite also true? Do highly principled leaders and their organizations perform especially well?
Read moreIf you’re running a large company, don’t expect the public to like you. Soaring executive pay packages, continuing rounds of layoffs, and the memory of ethical failures at firms like Enron, WorldCom, and Hewlett-Packard have raised public animosity toward corporate executives as never before.
Read moreOn February 5th, Brian Williams admitted on his own news program that he had misrepresented the facts around a dramatic story he reported from Iraq in 2003. He had placed himself at the center of an RPG missile attack on a helicopter which he had not been on.
Read moreThe energy company's bankruptcy in 2001 after allegations of massive accounting fraud wiped out $78 billion in stock market value and led to the collapse of Arthur Andersen and the passage of the Sarbanes-Oxley Act of 2002.
Read moreCan ethics be quantified? Or, better yet, can a lack of ethics be quantified?
Read moreMartin Shkreli earned the epithet of “the most hated man on the internet” after he bought the rights to a life-saving-HIV-related drug and subsequently increased the price by 5,000%.
Read moreThe former Chief Executive of a charity set up to support children with cancer and their families has been sentenced to one year in jail for stealing thousands from the business.
Read moreThe scandal at Toshiba has got Japan’s government worried that investors will lose confidence in the country. Japan has its own problems with antiquated oversight of top managers but companies have cooked the books throughout history and worldwide.
Read moreCompanies with bad reputations face increased recruiting costs due to the greater difficulty to source, offer and on-‐board new hires. This is particularly true when recruiting females and more experienced workers.
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Tinand cont de incidentele rasunatoare in care au fost implicate unele companii care au dus pana la disparitia unora dintre ele ( si as mentiona aici Barrings Bank, Lehman Brothers, Enron, Arthur Andersen dar si Volkswagen) ne putem intreba ce leaderi si angajati trebuie sa aducem in companii.
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