Grenfell, Mad Management and Wise Leaders-John Carlisle

Richard Brown, a former director of InterCity and Chairman of Eurostar International, once remarked to me that there was a four letter word that managers of that time needed to understand: D-U-T-Y he spelled out. I agreed; now, and twenty years later, even more so. Forget about the wishy washy ethics campaigns or the generally meaningless PR exercises around corporate social responsibility. What we need to understand is duty, our obligation to others in our system and to the system and society. 
During my summer break I experienced two good examples. 
The first was at a conference in Switzerland on Human Security where I was running workshops. I met an advocate from South Africa, Paul Hoffman, whose company tackles institutionalised corruption through the courts, including challenging the President and Justice Minister. 
Paul stepped away from his very successful legal practice to take on this risky and arduous task. Why? He sees it as his duty to protect the rule of law and to point out obvious failures in the state’s duty of care, at considerable cost to himself.

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