James E. Lukaszewski, ABC, APR, Fellow PRSA...• Small forces can stop very big ideas. • People...

Copyright © 2009, James E. Lukaszewski. All rights reserved.Reproduction without written permission of the copyright owner is strictly prohibited.

One-time permission to reprint granted to the Ethics and Compliance Officer Association on September 23, 2009. 1

Copyright © 2009, The Lukaszewski Group Inc. All rights reserved. Ten Bank Street, Suite 530 White Plains, New York 10606-1966 914.681.0000

2012 SCCE Utility and Energy Compliance and Ethics Conference

Monday, February 27, 201211:00 a.m. – 12:00 p.m. CST

Westin Galleria Hotel, Houston, TX

By James E. Lukaszewski, ABC, APR, Fellow PRSA

Getting the Boss to Pay Attention:Becoming a Trusted Strategic

Ethics Advisor


James E. Lukaszewski,ABC, APR, Fellow PRSA




Today’s Program

• The Trusted Strategic Advisor• Management Perspective• Seven Disciplines• Strategic Tools• Question and Answer


It’s About the Boss

• What they want• Who they are• What they need• Who they trust and why• How they choose who’ll be at the table• What they expect from consultants and

advisors




Your Role

• Inspire• Mentor• Monitor• Report• S.T.O.• Warn


My Assumptions . . .

1. You are the table . . . if you want to be.2. You recognize what you need to do to be

trusted and respected.3. You are willing to change yourself to get

there4. YoYo (Strategic advising is done one-on-

one)




My Philosophy

1. All problems are management problems before they are any other kind of problem.

2. All management problems are leadership challenges.

3. Leadership resides with those who can maintain more supporters than detractors.

4. Staff functions exist and are funded by leadership to help leaders do their jobs better.

5. Managers and leaders want to make the decisions . . . often based on the advice they receive from trusted strategic advisors.


Let’s Talk About Leaders And Managers First, Then

We’ll Talk About You




What Do They Want From TSAs?

• Advance warning• Advice on the spot• Advisor / counselor / confidant• Candid relationship• Something beyond what they know• Strategic help / pragmatism• What to do next (options)


What Do They Need From You?

• Detection• Deterrence• Observation• Pre-emption• Prevention

Ethics and compliance programs are management’s most powerful methods for

reducing risk in an organization.But it’s leadership integrity that guides

better behaviors.




The Real World of the CEO

• Shorter tenures– 41 months; 164 weeks; 1,148 days;

27,552 hours

• Soft intrusions– 40%

• Greater personal risk– Sarbanes Oxley

• Contentious, aggressive atmosphere


The Changing Role of Top Executives

1. More masters2. Less cover3. More critics4. More exposure, faster5. Less tolerance for error6. Greater expectation for openness7. Lower expectations for integrity / trust




Public Approval Is Declining

• Lower than members of Congress• Easier to attack• Anger, defiance, and contention

increasing• Losing trust at every level


New Relationships With Stakeholders & Constituencies• More constituents ask more questions; decisions

and damage repair take longer.• Small forces can stop very big ideas.• People without credentials have enormous

credibility and powerful personal platforms.• Proposers re-prove themselves each day.• Public debate is focused more on

embarrassment, humiliation, and blame-shifting rather than progress.

• Anti-corporate activists are acting more preemptively.




Ethical Behavior in Organizations Is Declining

• Misconduct back to pre-Enron levels.• Employees refuse to report misconduct.• Fewer companies have developed strong

ethical cultures.• Management awareness of misconduct

is declining.

Ethics Resource Center, 2007 National Business Ethics Survey, http://www.ethics.org/research/NBESOffers.asp.


Top Three Misconducts

1. Conflict of interest20% of employees observe

2. Abusive, intimidating behavior21% of employees observe

3. Lying to employees20% of employees observe

Ethics Resource Center, 2007 National Business Ethics Survey, http://www.ethics.org/research/NBESOffers.asp.




Ethical Risks Increasing

• The worse the working environment, the higher the incidence of misconduct.

• Employees prefer to report to supervisors, because management isn’t trusted.

• Distrust of peers is rising.

Ethics Resource Center, 2007 National Business Ethics Survey,http://www.ethics.org/research/NBESOffers.asp.


The Ethical Expectations of Leadership

1. Tell the truth as soon as possible.2. Teach by parable, emphasizing the right

way.3. Promptly raise the tough questions and

answer them thoughtfully.4. Vocalize and teach core business values

and ideals, constantly, by living them.5. Live by a known system of values and

virtues.




Virtues – Moral Excellence

Behaviors that reflect:

• Morality• Decency• Humility• Sensitivity• Empathy• Integrity• Trustworthiness


Discipline OneBe Trustworthy

• Trust and influence• Trust and loyalty• Loyalty has limits




The Ingredients of Trust

• Boundaries• Candor• Credibility• Competence• Integrity• Loyalty


Discipline TwoBecome a Verbal Visionary

• Offer advice on the spot• Be outcome-directed• Tell stories• Be memorable• Be thoughtful• Be inspirational• Be direct

– The orange suit– BurgerMax




Discipline ThreeManagement Perspective

• Use management language.• Provide truly strategic insight.• Talk, think, and recommend in an

operational context.• Focus on the ultimate outcome.• Provide substantive intensity.• Go for the useful increments.


Managerial Relevant Questions

• How does the current situation affect strategy?

• Which management mistakes change the strategy?

• How can we gain employee commitment to changing circumstances?

• What resources can management allocate now?

• Have any rules, regulations, or laws been bent, broken, or compromised?




Discipline FourThink Strategically

A unique mixture of mental energy verbally injected into an organization through communication, which results in behavior that achieves organizational objectives.― James E. Lukaszewski

A core idea or concept moving through changing circumstances.— Jack Welch


Strategy Is

• Positive energy• Constructive• Inconsistency• About tomorrow• Key product of leadership




Discipline FiveBe a Window to Tomorrow

Pattern Intuition

• All incidents and circumstances have prior history and patterns.

• Draw existing information together to extract new insights.

• Find a solution by working against the patterns.

• Forecast based on pattern knowledge.


Insidious BehaviorsThat Lead to or Foster Unethical Behavior

• Lax control• Overlooking infractions• Encouraging noncompliance• Incentivizing bad behavior• Ignoring signs of rogue behavior• Doing whatever it takes• Belittling those who act ethically• Demeaning those who blow the whistle• Codes of silence




Discipline SixAdvise Constructively


Make Recommendations in an Operational Context

Step 1: Situation description: Briefly describe the nature of the issue, problem, or situation. (60 words)

Step 2: Analysis/explanation/ interpretation: Briefly describe what the situation means, its implications, and how it threatens or presents opportunities for your organization. (60 words)




Make Recommendations in an Operational Context (Continued)

Step 3: The Goal: Where are we headed? What’s our destination? What’s the end-point? How far do we have to go? (60 words)

Step 4: Options: Develop at least three response options for the situation you’re presented. You can suggest more, but three is optimal for management to choose from. Make sure that one of the options is “doing nothing.” (150 words)


Make Recommendations in an Operational Context (Continued)

Step 5: Recommendations: This is what you would do if you were in the boss’ shoes, and why. (60 words)

Step 6: Justification: Identify the negative or positive unintended consequences, events, and problems that could arise due to the options you have suggested or by doing nothing. (60 words)




Discipline SevenShow the Boss

How to Use Your Advice


You Are the Table

• Understand what leaders think and need.• Recognize and anticipate what leaders

expect.• Study leaders and leadership.• Have relationships built on trust and

service.• Practice the disciplines of the trusted

strategic advisor.• YOYO




See You at the Table

Please let me know what you learn along the way.


James E. Lukaszewski,ABC, APR, Fellow PRSA

Questions&

Answers





AVAILABLE IN BOOK STORES

Call The Lukaszewski Group at 914.681.0000 or visit www.e911.com




Contact Information

James E. Lukaszewski, ABC, APR, Fellow PRSAPresidentThe Lukaszewski Group, Division of Risdall Public Relations550 Main Street, Suite 100New Brighton, MN 55112

Phone: 651.286.6788Fax: 651.631.2561E-mail: [email protected] Site: www.e911.comBlog: www.e911.com/crisisgurublog.htmlLinked In: www.linkedin.com/in/jameslukaszewski


2012 SCCE Utility and Energy Compliance and Ethics Conference

Monday, February 27, 201211:00 a.m. – 12:00 p.m. CST

Westin Galleria Hotel, Houston, TX

By James E. Lukaszewski, ABC, APR, Fellow PRSA

Getting the Boss to Pay Attention:Becoming a Trusted Strategic

Ethics Advisor

James E. Lukaszewski, ABC, APR, Fellow PRSA...• Small forces can stop very big ideas. • People...

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