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Key To Corporate Sustainability: How We Think, Behave and Lead

“Our world is being dramatically reshaped. The rules of the past no longer apply. In the 21st century, it’s no longer what you do that matters most but how you do it”  Dov Seidman

We are big fans of Dov Seidman’s theories about how we need to think, behave and govern to thrive in “the era of behavior’ as he puts it.  In his book How is The Answer he talks about intangible and invaluable traits such as trust, culture, transparency, leadership, relationships – everything that cannot be measured but is felt and experienced.

Book Jacket:

“The flood of information, unprecedented transparency, increasing interconnectedness — and our global interdependence — are dramatically reshaping today’s world, the world of business, and our lives.”

 

This is our favorite part of the clip:
Behaviour has always mattered, but now it matters more than it ever has, and in ways we never imagined. It’s all personal and if you grip that idea that it’s all personal, that we’re all connected, how you do matters in ways it never has before.

New York Times columnist Thoman Friedman’s review of the book captures the essence of this important message:

In Seidman’s view, two competing kinds of values animate business, government, leadership, individual behavior, and relationships. He calls them “situational values” and “sustainable values.”

Relationships propelled by situational values, he says, involve calculations about what is available in the here and now. “They are all about exploiting short-term opportunities rather than consistently living the principles that create long-term success. They are all about what we can and cannot do in any given situation.”

Sustainable values, by contrast, are “all about what we should and should not do in all situations.” As such, they literally sustain relationships over the long term. Sustainable values, according to Seidman, are the “values that connect us deeply as humans, such as transparency, integrity, honesty, truth, shared responsibility, and hope.” They are therefore “all about how–not how much . . . Situational values push us toward the strategy of becoming ‘too big to fail.’ Sustainable values inspire us to pursue the strategy of becoming ‘too sustainable to fail,'” by building enduring relationships. As the collapse of major Wall Street banks such as Bear Stearns and Lehman Brothers has demonstrated, Seidman explains, “What makes an institution sustainable is not the scale and size it reaches but how it does its business–how it relates to its employees, shareholders, customers, suppliers, the environment, society, and future generations.”

The greatest thing about Seidamn’s approach is he is always coming back to the relations between people as the key to our success and happiness. That is the bottom line.