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Responsible Leadership: Lessons from the Front Line of Sustainability and Ethics
PDF Download Responsible Leadership: Lessons from the Front Line of Sustainability and Ethics
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Review
"Makes for intriguing reading … mostly because its author has been instrumental in framing how corporate responsibility is understood … "One of the biggest risks faced by companies is that everyone starts thinking the same," Moody-Stuart concludes. His book marks a valiant attempt to avoid that trap. The conclusions won't re-write the rules of corporate capitalism – nor will they remove the risk of more anni horribiles in the future. But, if the book persuades his fellow corporate insiders to look outside their shells, then it should edge forward the debate." - Oliver Balch, Guardian Sustainable Business "It is hard to imagine a better guide… by raising the issues, and with a perspective based on experience, Moody-Stuart’s book provides an invaluable source of wisdom on how to grapple with them." - Financial Times - Ed Crooks "Makes for intriguing reading … mostly because its author has been instrumental in framing how corporate responsibility is understood …" - Oliver Balch, Guardian Sustainable Business "... the most meaningful and revealing insights on sustainability ever written by a corporate executive." - Crosslands Bulletin
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About the Author
Mark Moody-Stuart served as Managing Director of Royal Dutch Shell plc from 1991–2001 and as Non-Executive Chairman of Anglo American plc from 2002–2009. He has been Lead Director of Accenture plc since November 2002 and a Director of Saudi Arabian Oil Company since August 2007. Sir Mark serves as Vice Chairman of the UN Global Compact, and Chairman of the Global Compact Foundation and the Innovative Vector Control Consortium.
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Product details
Hardcover: 382 pages
Publisher: Routledge; 1 edition (March 10, 2014)
Language: English
ISBN-10: 1906093962
ISBN-13: 978-1906093969
Product Dimensions:
6.5 x 1 x 9.5 inches
Shipping Weight: 1.6 pounds (View shipping rates and policies)
Average Customer Review:
4.7 out of 5 stars
5 customer reviews
Amazon Best Sellers Rank:
#598,270 in Books (See Top 100 in Books)
I took the opportunity of some holiday downtime in Borneo to read Responsible Leadership by Sir Mark Moody-Stuart - which seemed quite appropriate given a large chunk of the book is drawn on his experiences of working for Shell in the region……Brunei and in Kuala Lumpur. However Sir Mark draws on an incredible breadth of experience primarily in the oil and gas sector that has seen him live and work in senior roles all across the world. A core part of the book compares and contrasts his experience of leadership positions within Shell in Malaysia, Nigeria and Oman and how the local context and role of Government has a profound effect on the company’s impact on the economic development of the country – in Malaysia and Oman largely positive, in Nigeria less so!This is no ego driven auto-biography nor a one-sided view of a free-market fundamentalist who sees business as a panacea for the world’s problems. Instead it is a thoughtful and often self-deprecating critique with wisdom synthesized from a very successful 50 year career, particularly the last 20 years which saw him lead two global giants – Shell and Anglo American and sit on the Boards of many others including Accenture and HSBC. His own successes, failures and reflections on the power and limitations of private sector are shared openly and he draws out lessons learned and how his own views have evolved over time.The books spans issues ranging from endemic corruption and dealing with Heads of State in somewhat unsavory regimes through to the challenges of rising inequality and how to address the negative impacts of climate change. At a stage in his life and career where he appears largely free of vested interests or agendas, Sir Mark provides great insights with a candour that would be difficult for an existing CEO to give. As such, his reflections would be highly relevant to such incumbents who find themselves at the top of large public companies in an increasing volatile and complex world. But the book is equally relevant to more junior levels of management of or to today’s cadre of MBA students who will have to learn to manage in a world where decisions are rarely black or white, right or wrong, but instead highly nuanced and context specific.I had high expectations of this book and it did not disappoint. Sir Mark is one of a small handful of my personal “business heros†who have laid the foundations for sustainable and responsible leadership that a growing number of today’s CEOs are starting to emulate. His contribution to the sustainable and responsible business cause has been immense and through this book, is clearly ongoing. I would commend it to anyone who aspires to a leadership role in any organization, be it business, government or civil society.
Whereas the idea of 'responsible leadership' has gained much traction in recent years, this account of it is not coming from the classroom, but from the trenches. The book goes beyond theory and represents the story of someone who has led business and other institutions with wisdom, discernment and moral integrity in the face of difficult challenges and in the context of tough industries such as oil and minerals. In talking about ethics, responsibility and sustainability as leadership imperatives, this is a book makes you realise that responsible leadership "is easier said than done". Mark Moody-Stuart is a humble man and so is the book an authentic account of a servant of the common good.
Inspirational work.I'm looking forward to MMS writing about his personal experiences living and working in the most amazing places in the world.
A must book to read for people in business, government ,academics, and the general public that care about how responsible leadership hould be and can be. Mark brings to the table a world of knowledge that he shares in a way that by the end of the book you have made a good friend. I thank Mark for writing this book. T. H.
Few companies have been through the sustainability wringer to quite the same degree as Royal Dutch/Shell. According to Mark Moody-Stuart, Shell's annus horribilis came in 1995, in the middle of his decade-long tenure as managing director, when the company was hit hard on two fronts. These were the Brent Spar oil platform controversy in Europe and the outrage that followed Nigeria's execution of environmental activist Ken Saro-Wiwa and his colleagues.Moody-Stuart's Responsible Leadership: Lessons from the Front Line of Sustainability and Ethics, which he bills as "part memoir, part confessional, part manifesto for leadership," provides a detailed view of these events and much more. It draws mainly on the author's 40-year career at Shell. Moody-Stuart grew up in Antigua, where his family had lived since the 17th century and was instrumental in the development of the island's sugar industry. He joined Shell in 1966 after earning his doctorate in geology at Cambridge, and worked for the company in 10 countries on his journey to becoming its managing director and chairman--posts he held until 2001.The book, which bears my endorsement on its dust jacket, provides candid accounts of Moody-Stuart's dealings with prime ministers and dictators, colleagues and competitors, and investors and NGOs. This is an insider's view of the machinations within organizations as disparate as Shell and the United Nations, and it engages hot-button issues, such as top team remuneration, human rights abuses, and corruption, head-on.But Moody-Stuart delays his account of how he awoke to the corporate sustainability agenda until the book's biographical coda. The key moment was when he first became chairman of a public company, the Shell refining company in Port Dickson, Malaysia, and attended his first shareholder meeting--the company was listed on the Kuala Lumpur Stock Exchange. This is when he fully recognized his responsibility to the thousands of people who had invested their savings in the company he led. What is most striking about Moody-Stuart is how this newfound sense of responsibility to shareholders continually expanded until it encompassed all of the stakeholders in a business, producing one of the wisest leaders I have ever come across.The themes of trust and inclusion ring through the book--not just as values to be adopted, but as core leadership attributes to be developed and exercised. Moody-Stuart calls on business leaders to "take off the `corporate hat' and put on the `citizen hat.'" This ability is key to building the trust needed to successfully manage the kind of coordinated action necessary in addressing global issues. Although the book is not a detailed primer on how to work for the common good, it contains many forceful recommendations, with the weight of experience behind them. For example, the best way to build the trust needed for cooperation with the not-for-profits of civil society is exceptional transparency. The author tells us that he and Royal Dutch/Shell learned that lesson the hard way in 1995.Moody-Stuart extends the need for transparency and inclusion into his views on regulation. "Business people should support sensible regulatory frameworks instead of instinctively arguing against all forms of regulation," he says, adding that even though business should be involved in framing sensible legislation, "to prevent special pleading it is advisable to have input from other business sectors as well as civil society."Trust and inclusion are also essential to dealing with climate change, a critical issue that emerged during Moody-Stuart's tenure at Shell and one that is covered in a key chapter in the book. The gist of the former oilman's argument is that whereas business, government, and consumers have all been prone to blaming each other, the situation now calls for a "three-cornered approach" that enlists all three in the achievement of low-carbon outcomes. For such an approach to work, argues Moody-Stuart, two conditions must be met: First, the solutions--alternative transportation and energy--that business espouses must provide consumers with levels of utility and cost that are similar to those of conventional solutions. The author believes this will translate to "significant investment in public transport, particularly urban public transport, and work on low-carbon vehicles."Second, a "broad regulatory framework driving efficiency...as well as a framework to establish carbon cap and trade schemes" will be needed that, in essence, place the onus for action on business. "This is a case where the market on its own will not deliver solutions," argues Moody-Stuart, eschewing price-driven solutions--such as gasoline taxes--for their unintended side effects. The framework he proposes would include "building regulations, transport efficiency standards, industry-sector efficiency standards, and so on."Almost as an afterthought, the author adds a third condition: "that the creativity of the market is necessary to find solutions, to provide choice, and to guide the allocation of resources." He does not elaborate on this condition, but clearly he has faith that business can deliver on it.There's an interesting footnote in this chapter: Moody-Stuart says that he often discussed environmental issues with John Browne, then CEO of BP--in the days before the Deepwater Horizon disaster. (For more on Browne and BP, and insight into responsible leadership at the middle management level, see Christine Bader's The Evolution of a Corporate Idealist: When Girl Meets Oil [Bibliomotion, 2014], a fine book that just missed my final cut.) For example, Moody-Stuart and Browne discussed resigning from the Global Climate Coalition, an industry-supported group with the express aim of lobbying against any action on climate change. And both companies did resign, because "NGOs regarded such membership as hypocritical and criticised both Shell and BP."Many activists argue that such discussions among senior corporate leaders usually end up in collusion to protect the unsustainable status quo. But in a time when sustainable solutions often require broad-based cooperation, we should encourage those discussions because they also can ensure that the leaders mired in the established paradigm do not drown out those who see the need for change.
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