Ethics and anatomy

 

I had a fascinating meeting with Dean Maines, Harry Halloran, and Tony Carr this week. Dean is of course the President of the SAIP Institute at the University of St. Thomas. Harry is the visionary and philanthropist who, through his foundation, has supported the creation of the Hill Center, as well as the SAIP Institute and a number of other efforts related to ethics and social responsibility. Harry fundamentally believes in the power of business to make a positive difference in the world, and in the essential good nature of people. Tony shares these beliefs, as evidenced by his work as the executive director of the Halloran Foundation.  I was honored to be in the company of these three – I wish we had had more time.

 

Mostly, we discussed our common project, the SAIP (the Self Assessment and Improvement Process). They brought me up to speed on one implementation that is underway. Soon enough, we were talking about the essential nature of the SAIP. It is an outstanding process for rigorously, objectively evaluating an organization’s relationships with stakeholders. I see it primarily as a strategic assessment tool, the findings of which constitute a powerful lens for studying an organization and for setting strategy.

 

As we talked, another perspective emerged. We know that SAIP isn’t for everyone. What is the common thread among those who are likely to adopt it? Leadership. SAIP provides a leader committed to serving stakeholders with a rich, detailed picture of the current status of an organization and a meaningful path forward. Moving the organization down that path also focuses on leadership.

 

I chose the name “Hill Center for Ethical Business Leadership” for a reason: leadership is arguably the critical success factor for socially responsible business.   Evaluation requires analytical skills. Setting strategy based on that evaluation is largely an act of creativity and problem-solving, seeking the intersection points between business performance and social responsibility. We are trying to serve stakeholders in ways that deliver measurable business results, after all. Delivering on that promise requires leadership that integrates head and heart and spine.

 

 

Nope. Not there yet.  But, my heart’s in the right place.