Brian and Laura Friedrich FCPA, Friedrich & Friedrich
EXPECTATIONS FOR LEARNING
Organizations with strong ethics-based cultures are significantly less prone to misconduct. Driving the right culture is part of our professional responsibility, and is key to organizational success, but culture can be elusive and dynamic. In this course, you will hear typical scenarios that take place at the boardroom table and less formal conversations that happen in the hallways. We will also hear thoughts on building and maintaining an ethics-based culture from respected colleagues and experts in the field.
Through these scenarios and interviews, we’ll explore promoting culture through examining typical conversations that go on at the board table and in day-to-day operations throughout the organization.
EXPERT INTERVIEWS: Thanks to the following experts for participating in this course:
Patricia Harned Ph.D, CEO, Ethics & Compliance Initiative
Vivian Li, CPA, CA, CIA, Internal Auditor, PGT BC
Serge Massad, Investment Advisor, National Bank Financial
Richard Rennie, CPA, CA, CFO and Executive Director, PGT BC
Catherine Romanko, MA, LLB, Public Guardian and Trustee, PGT BC
David Ross, FCPA, FCA, Chair of CPA Canada's Unified Rules Standing Committee
Joy Thomas, MBA, C.Dir, FCPA, FCMA, CEO, CPA Canada
1. Identify the importance of demonstrating a genuine commitment to the tone at the top is a key driver of ethical culture in organizations.
2. Negate the idea that healthy alignment means total agreement among the leadership team.
3. Identify different types of diversity and support the business case for diversity on boards and in senior management.
4. Identify the systems that senior leadership must establish in order to develop and support an ethics-based culture in the organization that aligns with the organization’s mission, vision, and values.
5. Determine appropriate qualitative and quantitative metrics that monitor culture and help provide accountability for decision-making in an ethics context.
6. Identify how the “mood in the middle” amplifies the “tone at the top” and determine how employees at all levels of the organization can reframe situations to present a more compelling argument for ethical decision-making.
7. Distinguish diversity from inclusion and identify how organizations can thrive by achieving an inclusive culture.
8. Determine how middle managers can use the tools available to them to foster and develop an ethics-based culture within their teams.
9. Determine how the experience of colleagues can be applied to your own role as an ethical leader.
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