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Decency: the missing factor Integrity has never been a more important part of leadership, writes Bill Boulding
I recently had the pleasure of sharing a stage with P&G chief executive David Taylor and interviewing him in front of Fuqua students. Four years earlier, we had sat in the same spot and engaged in a similar conversation about leadership. Yet instead of a sense of déjà vu, I was struck this time by how much had changed in the last four years. Taylor moved from president of a P&G division to company chief executive during that time. He stepped into the role when expectations of chief executives had never been more demanding. The leader of a company now must not only ensure profitability and sustainability, but also publicly exemplify the brand and values of the company. Business leaders are increasingly faced with complicated decisions that go far beyond the bottom line. I found myself asking Taylor questions about his role that I wouldn’t have even considered four years earlier. How does he navigate issues outside P&G which may impact his employees? Dialogue Q3 2019
How does he think about the power of his voice as a chief executive on a political or social issue? How does he bring different people together to work towards common goals during such a polarized time? The changing role of business leadership demands we consider a new framework for how we think about it. It’s essential we acknowledge the shift in what’s required to be successful today. Why? Because I firmly believe business can be the transformational engine for the 21st century. It can solve some of the world’s toughest challenges, in ways that governments or NGOs can’t. However, that kind of transformation demands leadership that can bring people together to work toward a common goal – which is increasingly challenging.
The evolving role of business leadership
As dean of a business school, I spend much of my time thinking about how the world is changing