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There are hundreds of Insights to explore that we hope raise people’s consciousness and elevate the conversation by exploring today’s world through the lens of The HOW philosophy.

50 Insights about Values
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The State of Moral Leadership in Business 2024

The 2024 State of Moral Leadership in Business report represents our ongoing effort to specifically study the presence of moral leadership and how, when it is present, it inspires elevated behavior in people, shapes values-based organizational cultures, strengthens performance, and leads to deeper relationships with communities and society.

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The Conscious Capitalists

Moral Leadership Matters More Now Than Ever

Moral leaders connect us in very deep places—values, principles, purpose, hope and aspirations!! . Dov Seidman author of the best-selling book, How, discusses the important role of Moral Leadership- the craving people have for this and the gaps we have in business from the How Institutes’ latest survey of Moral Leadership. This is part 2 of a 2 part podcast with Dov- last week we covered the importance of morality and moral philosophy in how we do things—in our society and in our businesses.

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Harvard Kennedy School

Why HOW Matters Most

Dov Seidman, Founder and Chairman of The HOW Institute for Society, joined Harvard as a Hauser Leader in the Fall of 2022. Throughout his time on campus, Dov drew students into deep, provoking conversations about frameworks and models of leadership and explored with students their own leadership journeys and how they can be guided by their deepest beliefs. Dov spoke with us about his experience engaging with students at CPL.

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The State of Moral Leadership in Business 2022

The 2022 State of Moral Leadership in Business report represents our ongoing effort to specifically study the presence of moral leadership and how, when it is present, it inspires elevated behavior in people, shapes values-based organizational cultures, strengthens performance, and leads to deeper relationships with communities and society. This year’s report confirms our hypothesis that while some leaders have risen to the occasion of late, especially since the pandemic, there still aren’t enough moral leaders to go around.

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SALA Series

Gregg Berhalter & Dov Seidman – World-Class Leaders Discussing ‘How We Do Anything Means Everything’

Best-selling author and Chairman of The HOW Institute for Society, Dov Seidman pairs with Gregg Berhalter, head coach of the United States men’s national soccer team. Berhalter’s intentional build of team culture can be seen through the lens of Seidman’s best-selling book: How: Why How We Do Anything Means Everything. Explains Seidman: “Self-governing cultures both inspire alignment and eject elements that don't fit in.”

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The Human Connection in the Virtual Workplace

The HOW Institute undertook the research to understand how human connection in the workplace has evolved since the onset of the pandemic. The Human Connection in the Virtual Workplace report found human connection was strained for all employees but for some more than others, particularly women and younger workers. Yet, the findings also showed workers feel more meaningfully connected when their supervisors exhibited and embodied behaviors and attributes associated with moral leadership.

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Why We Need Moral Leadership Now More than Ever?

Human systems can’t function without formal authority, whether it’s the President of the US, a CEO or a school principal, but what makes organizations really work is when leaders occupying those formal positions have moral authority too. While formal authority can be seized, won, or bestowed; moral authority must be earned by who you are and how you lead.

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The State of Moral Leadership in Business 2020

In addition to presenting The Institute’s definition of moral leadership, this report provides a wide variety of data on how moral leadership manifests in the business world today—the presence of moral behaviors among managers and executives, the demand that employees express for leaders with moral authority, and the variety of benefits that stem from moral leadership. The report also offers valuable advice to those who aspire to become moral leaders.

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Employees feel businesses are lacking moral leadership

"Who are America’s moral leaders?" USA Today asked in a recent headline. At a time when businesses are increasingly thrust to the forefront of complex issues such as racial bias, gender equity and privacy rights, an overwhelming majority of employees feel adrift. They do not believe their organizations are run by moral leaders.

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Leader to Leader

The Rise of the Human Economy

In the face of rampant technology and automation (including warnings about jobs being lost to robots), Seidman points out that we must cultivate trust, truth, values, passion, and other human-related qualities. He notes that numerous companies tout the word human in their slogans. In many cases, these companies do exemplify human-centered values. However, “though these efforts are likely earnest attempts to embody human values, companies get into trouble when they don't fully and completely instill these values in their organizations.” Citing the example of Nelson Mandela, Seidman writes: “When you demonstrate moral authority, people follow you not because they have to, but because they want to.”

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The HOW Report

Are the world views, frameworks, and tools that leaders use to chart their course sufficient to compete today and tomorrow? We believe the answer is “No.” Our conclusion is supported by the results from one of the most ambitious, long-term research projects in the fields of organizational effectiveness, behavior, and leadership. The HOW Report suggest a clear roadmap for how organizations can simultaneously build resilience and deliver growth in today’s global economy.

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UN General Assembly

Global Compact +15

Marking the UN Global Compact’s 15th anniversary, Global Compact +15 brought business and civil society to the United Nations to show how the private sector is taking action and partnering to advance societal priorities, with an emphasis on the United Nations global agenda for sustainable development (i.e. the Sustainable Development Goals – SDGs). The General Assembly Session was a unique gathering of all participants and special guests in the UN General Assembly Hall. Together participants aimed to demonstrate to Governments the private sector’s critical role in solving our world’s greatest challenges and show how the Global Compact’s work is at the heart of the United Nations agenda.

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The ultimate sign you’re working for a great company

Fortune’s annual “100 Best Companies to Work For” list provides useful insights into how we collectively view corporate culture. Most of us flip through the pages or click through the screens hovering over pictures and blurbs highlighting gourmet chefs, nap rooms, yoga instructors and other signifiers of “great” workplaces.

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From the Knowledge Economy to the Human Economy

Over the course of the 20thcentury, the mature economies of the world evolved from being industrial economies to knowledgeeconomies. Now we are at another watershed moment, transitioning to human economies—and the shift has profound implications for management. What do I mean by the human economy? Economies get labeled according to the work people predominately do in them. The industrial economy…

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USSC

Testimony Before the U.S. Sentencing Commission

We are in troubling times for the business community, and your work is greatly appreciated by it. Trust of American business is at an exceedingly low level, perhaps the lowest since the Great Depression. The actions of a few, spectacular malfeasants have sullied the reputation of business as a whole and exposed the need for greater vigilance, and greater penalties for failures of compliance and ethics.

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Values

Principled People Finish First

Being principled gives us the strength to do the right thing, the connecting thing, to enlist others in our endeavors even when it’s inconvenient, unpopular, dangerous and seemingly unprofitable in the short term.

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A Company, Adopts Collaborative Management

THREE years ago, in front of my 300 colleagues, I ripped up our organizational chart and proclaimed that none of us would report to a boss anymore. From that point on, we would all “report” to our company mission. Literally. No one would experience life at LRN as someone else’s subordinate. In short, we would strive to become a self-governing company.

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Why Companies Shouldn’t ‘Do’ Compliance

How would a global company build a big enough bureaucracy to ensure that all 100,000 employees in its operating companies worldwide follow each and every law and regulation? Even further, how could the CEO of that company be assured that his or her people were acting according to the even higher standard of behavior demanded by its stakeholder community?