Speeches and workshops on the following topics are currently offered by Integrity Bridges, delivered by Donna Kennedy-Glans. Please contact us to learn more.

DIVERSITY AND GENDER INTEGRITY

What are the ethical dilemmas that arise in honouring commitments to gender equality?

This question is explored by:

  • Honestly examining our intentions, commitments and actions on diversity, including gender equality
  • Evaluating our level of confidence/cynicism on gender equality performance, including an interactive audience participation exercise to “check in” with participants on their personal level of confidence/cynicism regarding gender integrity
  • Explore what is really working, including reference to Bridges’ experience with gender harmonization in places like Yemen

MANAGING INTEGRITY, “BEYOND COMPLIANCE”

The business case for managing integrity beyond compliance.

In the present environment of governance and rule-making, leaders within companies, governments and not-for-profit organizations are focused on compliance. Significant time and resources are being expended by Boards of Directors and management teams to ensure that reporting and governance systems are in compliance with emerging rules and laws. But, what is the result if “compliance” becomes an organization’s primary motivation?  Compliance alone may not help managers navigate the challenges of integrity dilemmas.

By making integrity a strategic priority (instead of something that they are forced to do or comply with), companies and other organizations can manage dilemmas more effectively to realize tangible financial returns and results.  This keynote closely examines an organizations’ motivation for acting with integrity, and provides advice, tools, and best practices to approach integrity strategically.  The business case for integrity will be closely examined. Relevant industry and sector scenarios will be examined to explore the benefits of strategic management of integrity dilemmas.

THE INTEGRITY JOURNEY©

How to motivate and enable your people to walk your organization’s integrity talk.

The Integrity Journey© focuses on how to imbed your organization’s commitment to integrity.  Once an organization has decided that integrity should be managed, this keynote will help the audience with their operationalization of integrity strategy.

An organization’s policies and guidelines provide practical guidance on decision-making.  Applicable laws and regulations will influence decision-making within an organization.  But it is no longer possible for organizations to provide their personnel with a book of rules and regulations for making decisions. Frankly, it would be impossible to write such a book.  The Integrity Journey© focuses on an organization’s capacity to define and respond to evolving integrity accountabilities in a multi-disciplinary and strategic manner.

The journey raises awareness of integrity dilemmas, and provides practical management tools to:

  • Anticipate and understand emerging and evolving integrity dilemmas;
  • Improve your ability to manage integrity strategically; and
  • Identify any “gaps” in your organization’s integrity values, commitments and practices.

*The Integrity Journey© can be followed by a hands-on workshop that allows participants to apply the strategic integrity management tools to real-life situations.*

RAISING THE FLOOR ON CORPORATE INTEGRITY

Managing reputation, at an individual corporate level, and within an industry sector.

Corporate management fears negative publicity. Reputations of companies have intrinsic value, and media amplification of stakeholder criticisms impacts the corporate bottom line. Industry leaders, large multi-nationals and publicly traded companies are the preferred target for advocacy organizations seeking to condemn or influence corporate behaviors in a sector, or in a particular investment environment. Middle tier corporations, and private companies, often relish their position off the public radar screen, breathing audible sighs of relief when their larger competitors become the chosen scapegoats for an industry.

This lightning rod effect begs several questions that need to be considered both by industry leaders, and by companies that are not the natural targets of media and critics:  Firstly, how does a company minimize the risk of becoming a target for critics’ lightning? Secondly, what can a company do if it is struck by lightning from media and advocacy groups? Thirdly, if your company is NOT a media lightning rod, what is the impact to your investment of a competitor being embroiled in public debate about its investments in a shared operating environment? Finally, what is the outcome of this media/advocacy focus? Is corporate behaviour influenced – individually, or collectively?

The worth of industry self-regulation, and corporate responsibility volunteerism, are examined in this keynote.  As well, the ability to influence the integrity behaviours of non-Western companies is examined, with a particular focus on the flurry of Chinese investment in the global extractive sector.