Are we selecting senior leadership characteristics that skew our decisions toward those who value profit over integrity or compliance over fearlessness? We may be getting the leaders we deserve.

Relying on functional measures can distract from what is expressed in vision and strategy. It discounts aspiration in favour of practicality.

Good leadership and integrity are not the products of social engineering. They are the characteristics of good people trying to do good for others.

Positive regulation of the consulting industry requires a significant mindset shift.

It’s stressful to be different — to go against the group. We want to be liked and accepted, and most of the time, it makes sense to do what everybody else does. We want to conform.

Ethical decision-makers know a firm’s leadership and culture will support them when a decision is about impact, not profit.

Integrity is tested in a moment. When the moment passes, the course is set, and we are on the right or wrong side of ethics.