As leaders and managers in the compliance and ethics field, we spend our days tackling the challenges of building a more “effective” compliance and ethics program. We share lessons learned and best practices at conferences, support research, develop tools and metrics, and then try to implement those improvements in our companies and organizations.
Are we spending enough time, though, considering and improving our own effectiveness as leaders? Do we take the time to ask the fundamental question, “What does it mean to lead?” Even the “best” policy or program on paper requires insightful, active leadership to bring it to life and integrate it into the business operations and behaviors from which most ethical or compliance risks arise.
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