INTEGRITY IN VENTURE CAPITAL
The depth of personal values and integrity of an organisation’s dominant individuals contributes significantly to the prevailing level of group values and integrity, with some cultures promoting and facilitating and others hindering and prohibiting the personal integrity of their people coming to the fore. Intolerance of low values by leaders of high personal integrity ensures wrongdoing is not condoned or repeated, while the acceptance of low values by lesser leaders ensures instances are permitted and hence more likely to be repeated by the culture prevalent within their organisation.
Many authors propose that an organisation change its culture. Many advocate a return to quite noble and worthy values. Many recommend that integrity be more prevalent amongst leaders of business, organisations and indeed society. All these authors should be applauded for doing so. Society needs such people to take a critical look at “the way things are done” and recommend that we all do better. But how many authors also provide highly practical guidance how this can be achieved?
Many leaders and managers know what they should be doing but don’t know how to do it. They read about values. They know they are important. They have their own values. But they may not know how these can be inculcated in the minds of everyone who works for their organisation. Who can they turn to for guidance?
One seldom sees practical advice on HOW strong values can be automatically practiced on a daily basis by all concerned. Implementing poses a far greater challenge than advocating more virtuous behaviour. That is what makes Friedrich Glauner’s approach to this remarkable book so refreshing. Too few people plying their trade in academic circles have already also done so in industry or in commercial organisations before they switched their attention to teaching and researching in lieu of managing and leading.
The tool of the Values Cockpit developed by Friedrich Glauner has the potential to become the tool of choice for solving this practical task of aligning corporate values towards a conduct of business which will excel not only in financial terms but also result in a dynamic state of organizational excellence whereby corporate policies and practices inspire the crew and other “stakeholders” to produce their best and inculcate a culture of doing the right thing, thereby securing what Glauner calls the basis of true corporate future viability.
Author Dr Friedrich Glauner asked EBENI Chair Julian Clarke to contribute an introduction to “Values Cockpits”: