Ethical Leadership

Ethical Leadership

Supriya Prakash Sen shares a few key takeaways on the dark side of the tech revolution. 

Came across this an alarming but important book called “The Internet is NOT the Answer” (2015) by Andrew Keen, a well known commentator based in Silicon Valley. Written by an industry veteran- it is obviously a ringside view, and buttressed by extensive and credible references. This, and others like this, bring to mind three basic issues with the internet based economy as it is evolving today:

First basic issue – which people can see and are protesting – is Privacy 

But the larger issue – is that the human mind is being influenced by a few who control the platforms (like Facebook and Google) – and as yet, people haven’t yet started to realize the impact this is having.

And all this is leading to a future issue, which is going to dwarf everything else. Even those who think that they are in control, will get swamped by the speed of evolution of machine learning. It’s not just science fiction any more- but within the realms of possibility and even probability that one day, artificial intelligence starts to control human intelligence. Bulwarks have to be put in place now.

Piques your interest? You have to read the book, but some interesting takeaways below.

As is by now familiar – in the space of one generation, the digital world and the networked society is reshaping employment, identity, privacy, prosperity justice, civility at breakneck speed. In some of my previous posts, I referred to some amazing possibilities that it has unleashed. Can Disruptive Innovation Alter Our Life Span? and Artificial Intelligence and its impact on Jobs and Society, or even The Thrill and Danger of Smart Cities -for example. But this book describes how Internet, rather than being a win-win as it set out to be, has grown to now become a negative feedback loop – and where we, the network users, are its victims rather than beneficiaries. First we shape our tools, and then our tools shape us!

Read the full article, Dark Side of the Tech Revolution: Ethics of the 1% Economy, on LinkedIn. 


Bernie Heine shares a post designed to improve leadership skills by avoiding these seven mistakes.

Avoid negative conflicts.

Resolving conflicts, both employee- and customer-related, is an area in which all leaders must excel. To address the conflicts in the right way, it is crucial to understand that there are two types of conflicts:

Productive conflicts: Productive conflicts are good for business. They are based on being trustworthy and vulnerable towards the person you are communicating with. Everyone must have the freedom to create a productive conflict to acquire new and innovative business ideas. A productive conflict is a healthy conversation between people who share the same goal. In his best-selling book, The 5 Dysfunctions of a Team, Patrick Lencioni states that vulnerability-based trust is essential to achieving productive conflict and building cohesive teams.

Negative conflicts: When there is no trust, especially vulnerability-based trust, there is no productive conversation either. If a leader shuts down all constructive criticism and treats it as an assault on their character, that can only cause mistrust and prevent others from speaking their mind.

Being a great leader means developing emotional intelligence that will allow you to have enough humility to recognize your own mistakes and understand the difference between positive and negative disagreements.

  1. Have a friendly attitude vs. favoritism.

Becoming too friendly towards certain employees can sometimes be a hindrance to good leadership. Having a friendly attitude and beaming with positivity is one thing; becoming too friendly is a whole other situation. A leader who fails to set clear boundaries will face employees who try to take advantage of the situation and ask for special attention. The best way to set boundaries is to treat everyone equally, and of course, adapt to their behavioral style. Do not allow yourself to provide unique benefits for one of the employees and not for others.

The remaining points include:

  • Standing by your words
  • Paying attention to employee needs
  • Sharing the vision

Read the full article, 7 Leadership Mistakes to Avoid, on



Jeffery Perry identifies the importance of authenticity in leadership and how to achieve it. 

Do you? In the age of “keeping it real,” people in leadership roles are encouraged to project their authentic selves as a prerequisite for top performance and to inspire others. It is almost impossible for leaders to be effective without being true to themselves. This requires looking in a mirror, unapologetically embracing who they are and projecting to the world. However, not all authenticity is helpful in leading others. In addition to a mirror, leaders must also look through a window to understand how their authenticity impacts the people they lead. In essence, striking this balance is selfless authentic leadership.

Words matter. It does not take long for people to know when leaders talk in ways that are forced, insincere, or programmed. Effective leaders recognize that being impactful requires finding their unique voices when verbally communicating to the people they lead. For example, some leaders naturally love sports and communicate with a lot of sports analogies. The good news is that the imagery is often vivid, colorful, and can be a rallying cry for the organization. However, sports may not connect well with people the organization who are not sports fans and they may miss the intended communications.


Key points include:

  • Leading others
  • Communication 
  • Creating space


Read the full post, Selfless Authentic Leadership Requires Window and Mirror, on



Eran Zimmerman tackles the issue of corporate responsibility and the involvement of McKinsey in the Oxycontin scandal. 

When I was a young McKinsey associate, 19 years ago, I was taught that while the amount of good any single member could produce for the Firm was limited, each one of us had the capacity for causing almost unlimited damage to the famed McKinsey brand. That piece of ancient Mckinsey wisdom came back to me while I was reading a NY Times article published Nov. 27 2020, airing McKinsey’s role in the horrendous crime of marketing opioids to millions of Americans.

The damage to human lives seemed indeed limitless. I figured that Purdue’s aggressive marketing of OxyContin was perhaps (bar the East India Company’s decision to expand into India) the single most harmful business decision by a corporation ever. The Times recounts in disturbing detail the work of two McKinsey senior hands in abetting and fostering Purdue’s disastrous activity. It appeared to me that through vigorously promoting this crime against humanity, these senior consultants have come close to producing that much feared lethal blemish on the great McKinsey name.

I only spent a relatively short time with the Firm, yet I always took pride in my illustrious alumni family. I therefore felt all the more disappointed and ashamed from discovering McKinsey’s involvement in this scandal, which for many epitomizes the derailment of Western capitalism: unbridled greed, disregard for human life and wellbeing and interference with regulators’ attempts to protect ordinary people from large corporations – all going almost completely unpunished. 


Key points in this article include:

  • McKinsey’s involvement in the scandal
  • When lives lost become “events”
  • Ethical leadership


Read the full article, Open letter to McKinsey from alum on Firm’s involvement in OxyContin scandal, on LinkedIn. 



Zaheera Soomar presents an article based on the results of a recent conference on corporate responsibility for health and safety in mining. 

I recently presented at the DRC Mining Week Digital Event on a new “modus operandi” for health and safety in mining. There was some good dialogue and I have had multiple follow ups and conversations since on an organization’s responsibility. Thought it would be good to share some views on this.

In the past few weeks alone there have been various health and safety incidents in the news. Despite the extractives and industrials industries existing for centuries, with focus on health and safety and a host of advanced H&S measures in place, people are still getting injured and dying. Covid-19 has certainly added its own sets of challenges to the mix, with mining companies having to make decisions on keeping mines open, having minimal operational presence and ensuring the safety of those that continue to work. One of the main implications that faced the mining companies was health and safety in general of their employees and host communities, and whether it’s a factor of their mining operations or not – but more importantly – what their duty is at this time. Despite what we all might hope for – this is not a one off: there will no doubt be other phenomena and risks as the global operating environment becomes more volatile with increased risks relating to climate change, pandemics etc. As a result, mining and other companies are re evaluating their role around health and safety, not just from an employer perspective, but from a human rights and ethical perspective!


Included in this article:

  • Responsibility to employees
  • Responsibility to stakeholders
  • Responsibility to community


Read the full article, Rethinking health and safety in Mining – what is an organization’s responsibility?, on LinkedIn.

Christy Johnson shares highlights from the 2019 Project Ascendance Summit and reflects on commonalities among the Gen Zers workforce, including what they expect from companies.


Giving back has been at our core from the beginning. The Artemis Connection 4.5% Promise supports our vision of creating a positive impact so everyone can reach their full potential. It is our commitment to helping change lives, communities, and organizations. Each year, we dedicate 4.5% of our time through pro bono work, volunteering, and board involvement in communities across the country.


Points included in this article:

-Commonalities among Gen Zers

-Strategies used to respond to the changing workforce



Read the full article, We Believe in Giving Back – 4.5% Annual Report 2018-2019, on the Artemis Connection website.