Research:

Managers and Their MoralDNA

Monday 03 March 2014

Unethical behaviour hurts people in every walk of life. Hospital patients suffer and die, customers are ripped off, investors see their savings destroyed and people lose their jobs, their homes and their self-respect.

We do not face a crisis of politics, of religion or of economics; we face a crisis of ethics. And our responses to wrong-doing are not only failing, they are making matters worse. Adding more rules and regulations to the thousands already in place increases bureaucracy and complexity without fixing the underlying challenges. We need fewer rules but we need to enforce them properly. Even more importantly, we need to improve our ability to stop and think about how we can make better decisions using our heads and our hearts as well as our respect for the law.

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Always think ‘we’ rather than ‘I’, says our Chartered Manager of the Week

How CMI helped Yong Kok Fei CMgr FCMI make the challenging transition to managing a remote team

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How I created a leadership development programme based on CMI principles

How Simon Takel CMgr FCMI created a leadership development programme that is having a big impact at Exeter College

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Helping L&D teams connect the dots as strategic business partners

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How NHS manager Sarah boosted her confidence with a CMDA

“I always had a bit of imposter syndrome,” says Sarah, who is cancer performance manager at Bolton NHS Foundation Trust

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