全球负责任的领袖-GloballyResponsibleLeadership

A CCL Research White Paper Globally Responsible Leadership A Leading Edge Conversation By: Laura Quinn, Ph.D. Alessia D’Amato, Ph.D. Globally Responsible Leadership Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. O V E R V I E W THE LEADERSHIP CHALLENGE: In the current business environment, the challenge is “no more business as usual.” Increasing pressures of global- ization, demanding and diverse stake- holders, the war for talent, scarce resources, and increased risks and opportunities, are causing leaders to ask if there is a better way to cope with complexity. Leaders all over the world are embedding Global Responsibility in the fabric of their business to deal with these chal- lenges. Corporate Responsibility and Sustainability represent a new com- petitive business advantage and one of the most powerful drivers for growth and innovation in today’s organizations. CHARACTERISTICS OF THIS WHITE PAPER: Questions and answers on: What leadership practices enable organizations to develop direc- tion, alignment and commitment for Global Responsibility? How can Global Responsibility perspectives and practices be developed? What challenges do leaders face in using a Global Responsibility framework? What organizational systems and strategies have been implemented to foster responsible growth and innovation? PROPOSED OUTCOMES OF READING THIS WHITE PAPER Develop an understanding and application of CCL’s breakthrough research on the leadership develop- ment needs for globally responsible leaders. Deepen organizational awareness of leadership beliefs and practices for making Global Responsibility part of current and future business models. Identify how to develop as a leader with emphasis on providing long- term vision and strategic leadership addressing social, environmental and economic issues. Gain insight on the new role leadership plays in today’s organizations. Understand how to support global- ly responsible leadership and how to integrate it with other organiza- tional development efforts. Gain insight into the changing nature of the business leadership environment and how leadership for Global Responsibility contributes to shaping a high performance leader- ship culture. Understand the importance of building a learning environment for globally responsible leadership development to deal with impend- ing and future organizational challenges and sustainable business development. z z z z z z z z z z z z Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. Globally Responsible Leadership C E N T E R F O R C R E AT I V E L E A D E R S H I P CONTENTS Executive summary Corporate Global Responsibility and the Role of Leadership: A Leading-Edge Conversation Leadership Practices for Global Responsibility: Setting Direction, Creating Alignment, Maintaining Commitment Practice 1: Developing Vision, Strategy and Policies Practice 2: Support from Top Management Practice 3: Operationalizing Practice 4: Engaging across Boundaries Practice 5: Communication System and Practices Practice 6: Empowerment and Development Practice 7: Performance and Accountability Practice 8: Ethical Actions Corporate Responsibility and the Role of Leadership: Implications for Action Globally Responsible Leadership Assessment Author Biographies Acknowledgments 4 5 6 7 8 9 10 12 14 16 17 18 18 19 Globally Responsible Leadership Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. 4 E X E C U T I V E S U M M A R Y Globally responsible leadership asks business organizations to pay attention to the impact their operations have on the planet – requiring a systemic view and addressing diverse economic, social and environmental issues. It also brings vitality and new opportunities to an organization through innovation, talent engagement and cost savings. Unfortunately, not much is under- stood about how leaders and organi- zations deal with the expanded and integrated principles of globally responsible leadership (GRL). This white paper reports on the leadership practices, policies, strategies and sys- tems of companies recognized for their GRL efforts. Specifically, it reports on eight core leadership domains that successfully enable global responsibility: 1. Developing globally responsible vision, strategies and policies 2. Operationalizing global responsibility 3. Consistent support of top management 4. Communicating global responsibility 5. Engaging with stakeholders and across boundaries 6. Empowering employees to act responsibly 7. Establishing performance and accountability processes 8. Pursuing ethical actions for global responsibility Given our learning so far, the follow- ing are considerations for any organi- zation embarking on the path to glob- al responsibility: Leadership practices play a signifi- cant role in establishing how an organization’s culture supports – or hinders – global responsibility efforts. Since leadership does play such an important role in an organization’s ability to have successful global responsibility outcomes, develop- ment of leadership competencies and capabilities is critical, both at the individual and organizational levels. Leadership for global responsibility goes beyond setting a vision and goals. The central point is action to create alignment and to maintain commitment, such as: configuration of resources, development of sup- porting policies, implementation of globally responsible decision-mak- ing criteria, setting personal exam- ples, stakeholder engagement and alliances, and development of a globally responsible mindset. The journey to global responsibility involves challenges most organizations have never experienced. Facing these challenges requires leaders to be agile, think in new ways, ask the right ques- tions and be comfortable not having all the answers. z z z Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. There are many ways to describe global responsibility – such as corporate social responsibility, sustainability, corporate citizenship, corporate stew- ardship, and the triple bottom line (people-planet-profit). Going beyond labels or definitions, the idea of global responsibility suggests businesses have a duty and a strategic interest in innovation and in integrating the interests of their stakeholders into all aspects of their business operations. Businesses are more than just profit-seeking entities. They have a vested interest in generating positive outcomes and limiting any detrimental impact. While the “what” of global responsibility is well defined, little is known about “how” to implement the triple bottom line effectively or how to identify the relevant leader- ship practices. Conceptual approaches also offer no recognition of the individual or organizational challenges encountered when implementing a globally responsi- ble strategy or when developing a culture of responsibility. Many organizations find that the right kind of leadership is a key challenge when developing workable global responsibility strategies, redesigning organizational systems and processes, and/or forging the required culture change in support of global responsibility. As a company begins to move toward globally responsible operations worldwide, it will need to develop and implement a new or more adaptive busi- ness model that addresses how the organization sets direction, creates alignment, and maintains commit- ment to its responsibility goals. This white paper presents eight domains of leadership practices that, when sufficiently developed and car- ried out throughout the organization, supply the ground work for successful implementation of global responsibility initiatives. This figure presents the eight categories, explained in full in the following pages. 5 Globally Responsible Leadership C O R P O R AT E G L O B A L R E S P O N S I B I L I T Y A N D T H E R O L E O F L E A D E R S H I P : A L E A D I N G - E D G E C O N V E R S AT I O N What leadership practices enable organizations to develop direction, alignment and commitment for global responsibility? What challenges do leaders face in using global responsibility framework? What organizational systems and strategies have been implemented to foster responsible growth and innovation? SUMMARY OF KEY QUESTIONS Top management support Ethical actions Engaging across boundaries Empowerment & development Operation- alizing GR Performance development & accountability Communication Developing vision, strategy and policies THE EIGHT CATEGORIES OF LEADERSHIP PRACTICES FOR GLOBAL RESPONSIBILITY D ir ec ti on Com m itm ent Alignment LEADERSHIP PRACTICES Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. 6 Globally Responsible Leadership: Practice 1 Ground the vision for global responsibility in a company’s values, core busi- ness strengths and external demands. Craft a strategy that enables busi- ness opportunity and social/environmental good. Develop specific policies that support the strategy. Grounding the vision for global responsibility in a company’s values, core business strengths and external demands sets the foundation for the global responsibility journey. The elements of vision, strategy, and policy are closely intertwined, and it takes resilience and continuity to set these new directions effectively. First, to build global responsibility, a company needs a long-term vision that goes beyond “being green” or “doing good.” This vision should be rooted in the core business of the firm, take into account its strengths, and focus and recognize the demands of a variety of stakeholders. The vision is a joint effort that takes into account demands and knowledge from across the organization’s leadership team. Creating a vision helps order and prioritize the many potential activities a company undertakes. Once a compelling, globally responsible vision is developed, strategies are crafted to achieve the vision. Some strategies enable business opportunity, social good, and environmental protection. In addition, these strategies often go above and beyond compliance or what is required by law and include long-term goals. Developing specific policies that support global responsibility serves to link vision and strategy to organizational systems and day-to-day operations. A dynamic, organizational vision and far-reaching globally responsible strategies require new rules for operating and a new understanding of how systems work and processes link together. Organizations purposefully employ a process of small but steady steps towards the achievement of key goals. Furthermore, creation of a formal vision statement, strategies, and policy does not always precede socially responsible actions and projects. Companies can develop formal strategy after becoming familiar with the global responsibility lexicon made visible through various media and emphasized by various interest groups. The implementation of basic practices is the push factor for more integrated and advanced leadership for global responsibility. In other cases, the visibility and demand for global responsibility will drive social assistance or environmental action, which in turn will encourage integration into the business model and will support the creation of strategies and policies for prioritizing possible directions. D E V E L O P I N G V I S I O N , S T R AT E G Y A N D P O L I C I E S Practices: Screen for global responsibility in investments, acquisitions and partner- ships. Set globally responsible goals on various levels throughout the organization. Start with a dual bottom line and move towards a triple bottom line. Create a spirit of exceeding compliance standards. Integrated into: Mission statement, company vision statement, official procedures and documents, strategic business plan, balanced scorecard, activities outside the core business DEVELOPING VISION, STRATEGY AND POLICIES Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. 7 Globally Responsible Leadership: Practice 2 In order for global responsibility to have impact, top management support is vital. Senior leaders – and the executive team – must show active and consistent support for the organization’s globally responsible strategies and efforts. Top management support sets the tone for an organizational transformation, often including major change processes. It takes visible top management support and sustained commitment from executives to convince others in the organization that a move towards global responsibility is not just a response to current fashion, but a continuous and strategic reorientation that is worth the effort. While change can also come from the bottom up, it is clear that to make a systemic change, top management sup- port is vital. This support is shown in actions that cre- ate visibility and awareness of global responsibility inside the company and in the provision of hard resources for responsibility efforts. It is also shown through consistency, which makes the difference in whether global responsibility is seen as a real business commitment or as simply “the flavor of the day.” Top management support proves particularly relevant when challenges arise – such as rising costs and decreasing revenues, difficulties with sustained stake- holder engagement and client acceptance of globally responsible policies. S U P P O R T F R O M T O P M A N A G E M E N T Practices: Allocate adequate resources. Create a dedicated position. Brand globally responsible efforts. Maintain continuous global responsibility efforts. Participate in globally responsible programs and events. Integrated into: Investment decisions, strategic planning, regular briefings, executive speeches, internal newsletters, awards, and recognition, celebrations, global responsi- bility programs TOP MANAGEMENT SUPPORT Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. 8 Integrate globally responsible actions across business functions and locations. To move from vision and strategy to operation, actions need to be integrated across business lines and locations. The challenges an organization faces across locations and business lines are too diverse to be dealt with by the same tools or actions. Yet to make a difference, some high-level integration is necessary to ensure the common vision will be enacted in all geographies and at all levels. As one global human resources manager said: “There was a necessity to make a link between our company statement, the code of conduct and … some key performance indicators, which are really showing with numbers that we are doing what we have written on nice paper. So I had meetings with all the HR managers all around the world and we came out with 45 key per- formance indicators, which we then reduced to five for the current reporting cycle. Each of the five is in the report to ensure we are really doing this. All plants, each site, has to deliver according to the goal they set for themselves. For example, for the area of training … we want to have the action plan – and the training session for the people actually held.” To further integrate global responsibility into the business, local specification of efforts that make sense in the particular geography is a plus. In other words, from the same mission or common goal, different leadership practices are needed across different geographies with a tangible local/regional value. In order to make global responsibility effective operationally, it also is necessary to integrate efforts with specific job responsibilities. Doing so enables the workforce at all levels to make sense of the organization’s focus on global responsibility and to act accordingly. Globally Responsible Leadership: Practice 3 O P E R AT I O N A L I Z I N G Practices: Incorporate global responsibility into everyday processes and procedures. Develop a logo/symbol. Specify local goals. Integrate goals globally. Translate materi- als into necessary languages. Integrated into: Strategic planning, global and local operations, job descriptions, supply-chain management OPERATIONALIZING GLOBAL RESPONSIBILITY Center for Creative Leadership, CCL®, and its logo are registered trademarks owned by the Center for Creative Leadership. © 2008 Center for Creative Leadership. All rights reserved. 9 Globally Responsible Leadership: Practice 4 Develop and implement a set of leadership practices for global responsibility that will engage internal and external stakeholders. Create effective partnerships and networks. Leadership practices that reach across boundaries and engage stakeholders promote the triple bottom line (people-planet-profit). Global responsibility requires leaders to work across personal boundaries of social identity, internal boundaries of level and function, and external boundaries of organization, country or region. Leaders who engage across boundaries develop relationships with diverse stake- holders culture and systems to approach stakeholders. These stakeholders are not limited to employees of the organization, but include vendors, suppliers, customers, members of the community, the press and non-profit organizations. Relationships are established with these groups to understand the impact the organization has on them as well as the influence the stakeholders have on the organization. In the best stakeholder relationships, there is a sharing of power and influence, created by processes of dialogue and inquiry that is ongoing and continues even when differ- ences occur. In this global society, national, international, multinational and global companies are a conglomeration of different realities. There can be different standards and needs for global responsibility across levels, divisions, country subsidiaries and cul- tures. The dialogue among stakeholders is advanced by bridging these differences and boundaries. Ownership and responsibility for stakeholder engagement becomes a core leadership practice. Commitment is maintained when coalitions are clearly established and overcome difficulties that may arise. Diverse challenges are seen as opportunities. These include internal stakeholder engagement, difficulties in raising global responsibility awareness outside a headquarters location, variable stan- dards in developing countries, and difficulties in making global responsibility something that is shared at every level in the organization. Development of training programs can partially address and overcome such organizational obstacles. In summary, the concept of global responsibility requires organizations to focus on their impact beyond the traditional “walls” of the organization. E N G A G I N G A C R O S S B O U N D A R I E S Practices: Conduct 360-surveys with all stakeholders. Hold “visitor’s” days. Encourage two-way communication with all stakeholders. Make organizational efforts and goals publicly visible. Integrated into: Community involvement programs, government liaisons, industry- specific lobbying, partnerships and collaboration ENGAGING ACROSS BOUNDA