Leadership and Career

The vast majority of board candidates are self-appointed leaders – those who have created a high level of visibility for themselves, directed efforts to achieve superior results and created learning opportunities for themselves to advance their expertise and position themselves for advancement. Here are a few tips to help board candidates as they seek appointments.

“Collaboration, not Subordination” Captive compliance programs are hamstrung programs. Compliance officers who enjoy independence and are able to collaborate with legal, HR and other key business teams… they’ll be far more effective. We’ve long discussed the need for compliance officers to have a seat at the table. It’s time for businesses to graduate to Compliance 2.0. By: Donna Boehme I...

Leadership at Wells Fargo have learned a hard lesson at a very dear price; when poorly executed, incentives can cause employees to act unethically. It’s also been made clear throughout history that the threat of punishment isn’t hugely effective in deterring bad behavior. So what’s the most effective way to motivate employees? It comes from within.

The 2016 Rio Olympic Games presented a timely view of the immense impact corruption can have on not only a country’s government, but on their economy as well. A world event hosted by a country amid the impeachment of their President and the largest corruption scandal the country has faced – each offer unique lessons to be learned as we...

Pro-employee regulations have been a hot topic on the campaign trail this year, and employees are slowly being granted more rights and better working conditions. It’s a welcome development, but the changes pose unique challenges for midsize employers. Namely’s technology can help with that. The company’s VP of Legal and Compliance tells us how.

In today’s regulatory climate, the Chief Compliance Officer faces increased personal liability. Asking due diligence question in a job interview helps manage risk before Day One on the job...

In order to build and maintain a strong ethics and compliance function, top leadership needs to check in periodically with the head of compliance – and ask the hard questions. While the answers to some of their questions may be tough pills to swallow, awareness of an issue is necessary if improvement is ever to happen. Start the conversation with...

Once the European Union’s General Data Protection Regulation (GDPR) goes into effect, it will have an impact on U.S. multinational employers. Littler Mendelson’s Philip Gordon discusses what U.S. multinational employers need to know in order to comply with the GDPR.

A long-term, global research study to measure work environment, behaviors and leadership of 16,000 employees in 17 countries confirmed that the number of companies that focus on values is on the rise. Michael Eichenwald, senior leader at LRN, identifies eight lessons companies can learn from the HOW Report’s findings.

When instances of corruption and cronyism come to light, it’s easy to point fingers and cluck our tongues at the guilty parties. What’s more difficult is looking inward at our own corporate motivations and business practices and uprooting the malicious or purposefully negligent behaviors therein. What harm are we doing on the long-term in the name of short-term gains?

The cost of failed leadership and a lack of moral awareness is measured not just in monetary terms, but in morale and productivity as well. When a leader’s actions are out of whack with corporate values, there’s a price to pay. Rather than pay that price, wouldn’t it be better to correct the issue?

When executives lose touch with their employees or have no clue what’s going on at the ground floor, the issue can often be traced to disengagement on one or more levels. Engaged leaders are more successful leaders. Steve Goldstein presents his five principles of engagement. How do you measure up?