There is no substitute for a culture of integrity in organizations. Compliance alone with the law is not enough. History shows that those who make a practice of skating close to the edge always wind up going over the line. A higher bar of ethics performance is necessary. That bar needs to be set and monitored in the boardroom.  ~J. Richard Finlay writing in The Globe and Mail.

Sound governance is not some abstract ideal or utopian pipe dream. Nor does it occur by accident or through sudden outbreaks of altruism. It happens when leaders lead with integrity, when directors actually direct and when stakeholders demand the highest level of ethics and accountability.  ~ J. Richard Finlay in testimony before the Standing Committee on Banking, Commerce and the Economy, Senate of Canada.

The Finlay Centre for Corporate & Public Governance is the longest continuously cited voice on modern governance standards. Our work over the course of four decades helped to build the new paradigm of ethics and accountability by which many corporations and public institutions are judged today.

The Finlay Centre was founded by J. Richard Finlay, one of the world’s most prescient voices for sound boardroom practices, sanity in CEO pay and the ethical responsibilities of trusted leaders. He coined the term stakeholder capitalism in the 1980s.

We pioneered the attributes of environmental responsibility, social purposefulness and successful governance decades before the arrival of ESG. Today we are trying to rebuild the trust that many dubious ESG practices have shattered. 

 

We were the first to predict seismic boardroom flashpoints and downfalls and played key roles in regulatory milestones and reforms.

We’re working to advance the agenda of the new boardroom and public institution of today: diversity at the table; ethics that shine through a culture of integrity; the next chapter in stakeholder capitalism; and leadership that stands as an unrelenting champion for all stakeholders.

Our landmark work in creating what we called a culture of integrity and the ethical practices of trusted organizations has been praised, recognized and replicated around the world.

 

Our rich institutional memory, combined with a record of innovative thinking for tomorrow’s challenges, provide umatached resources to corporate and public sector players.

Trust is the asset that is unseen until it is shattered.  When crisis hits, we know a thing or two about how to rebuild trust— especially in turbulent times.

We’re still one of the world’s most recognized voices on CEO pay and the role of boards as compensation credibility gatekeepers. Somebody has to be.

By attacking American presidential leadership under Barack Obama and invoking a racial slur in the process, Mr. Black continues to show who and what he is.

Conrad M. Black, famous for vituperative excess, renouncing his Canadian citizenship to become a British Lord, disdain for shareholders whom he viewed as a cheap source of capital and, more recently, his sojourn as Prisoner Number 18330-424 at the Coleman Correctional Facility in Florida, has made some year-end pronouncements on the future of the Untied States that are sure to gain attention.

In his regular column in Canada’s National Post, Mr. Black writes today:

For the first time in the history of the U.S. Presidency, Mr. Obama had to badger a foreign head of government to meet him (China’s premier Wen). Last year, shoes were thrown at the U.S. president. This year we had self-abasement before the Japanese Emperor and (unsuccessful) supplication to the Chinese. If this trend continues, by the end of this new decade, the U.S. president will be invited to international meetings as a shoe-shine boy.

Mr. Black begins the above paragraph with reference to President Obama and ends it by invoking the image of some future American president as a shoe-shine boy. Let’s brand this for what it is: an utterly disgraceful slur with a racial connotation that is being made in connection with the first African-American president in U.S. history.  It evokes images, long discredited, of an ugly past which have no place in the discourse of civilized people.

It is a stark reminder that Mr. Black is not a civilized man, but rather a crook who fleeced his own shareholders and perverted the course of justice.  In a normal world, we would not be reading what crooks have to say about American foreign policy or its justice system, or Canada’s for that matter.  The headlines of their thoughts would not blare across the top of editorial pages.

What happens at the National Post is anything but normal.  Mr. Black is accorded unique access to a significant, though disintegrating, piece of journalistic real estate in Canada, whose editors and publishers drift untroubled by the criminal proclivities of its op-ed columnist and prefer to portray him still wearing a business suit with not a hint disclosed to readers about his current forced confinement as a convicted felon.  The Post has been flirting with bankruptcy for some time.  It is part of the Asper media empire, which, in Canada, has become synonymous with financial folly on the grandest, indeed, almost Conrad Black-like, scale.  Sound judgment is the most underperforming asset in the company.  The Aspers do not just lose money; they hurl it out of their boardroom windows in bales.  Last month, their company experienced another ignominious fate which also parallels Black’s Hollinger:  Canwest  was delisted from the Toronto Stock Exchange (TSX).

The Post continues to hemorrhage to the point where it is unclear how much further it can go.  But by publishing such repugnant views, it is demonstrating that its ethical standards, like those of the felon whose voice it trumpets, have already passed the point of insolvency.