Ethics and Leadership: An Executive’s Perspective



Robert J. Rutland



In honor of the tenth anniversary of the Rutland Institute for Ethics, we had a conversation with Robert J. Rutland.

Q: What were your hopes for the ethics institute when you worked with Clemson to establish it, now over ten years ago?
A: At the time I was the CEO of a public company, Allied Holdings Inc. I had a concern that there were actions being taken by leaders of companies similar to ours that were creating a perception that it was all about doing things the Legal way, which is not always the Right way.  The other issue that became obvious was that the character of emerging leaders was not being mentored during their formative years in college to prevent inappropriate behavior.
Through establishment of an ethics institute, greater awareness could be created as well as programs and requirements to make Clemson graduates stand out as unique to recruiters. Clemson undergraduates must demonstrate they have acquired the distributed competency of ethical judgment by providing proof of such in their e-portfolios as a requirement for graduation. This extra dimension of an ethical framework and decision process are attractive skills that our students bring to the workplace.
An added desire was that true to its mission of service as a land grant university, Clemson could influence the various life communities through programs to help build skills in the decision making process. That includes in business, public service, K-12 education – anywhere.
 

Q: What is one of your favorite initiatives involving students?

A: My experience interacting with the students involved in ethics related events has been very rewarding.  I have been on panels that evaluated the effectiveness of presentation of responses by MBA student teams in the MBA Ethical Leadership Case Competition. We’ve had members of the undergraduate Ethics Bowl Team join us during advisory board meetings. Not only was my experience with the students enjoyable, when I have spoken with business associates who have interacted with our graduates, they give the Clemson graduates positive marks.

Q: What advice would you give to Clemson students about ethical decision-making and building their personal brand as an ethical business professional or leader?  
A: The real world gives us many difficult situations of resolve. These are not always easy when you do the Right thing, which is possibly not the popular thing, and which may go beyond the standard of the legal solution.  There is not a quick process to this shaping. It takes repetitive experiences of real life situations to gain the perspective and resolve necessary when thinking through the choices. As we choose to act with integrity, which itself is task without closure, it is natural that we do so in all areas of life. That’s why practicing integrity in the academy is so important on the way to being an ethical person in business and the community.

Q: What has been a gratifying initiative or event targeted to business?

A: The business community is very complex due to the many different sectors and industries. When the institute spearheaded the National Survey of CEOs on Business Ethics, it was the beginning of a base line to determine perspectives and if they differ across sectors. It remains the only such survey of its kind. I am also gratified by the seminars that have been developed and presented over the years. For example, the one conducted in three places in SC for architects is accredited through the American Institute of Architects and provides 6 continuing education units on ethics – something the AIA requires to maintain their professional certification. While the Rutland Ethics Toolbox approach and decision framework is at the core of any such program, it is the case scenarios that are unique and relevant to the individual professions. This personalization makes clear that our training is not a “one size fits all”.
 

Q: What are your hopes for the second decade?

A: We certainly have ideas about how to look to the future with training and programs. However we realize that we need to deliver what our customers on campus and in the community need and want. To be on point with the needs we are embarking on a Strategic Planning Process to take us into the future with the correct focus. The Institute will engage an outside consultant who will recommend the best paths to pursue. The plan will be presented to the advisory board and university administration. Whatever is adopted will be pursued and implemented with a high level of energy by the institute team and with the support of the advisory board and administration.

Q: Do you have a call to action for readers?

A: I encourage you to follow our progress and support our efforts by joining the Rutland Ethics Alliance. The fields are “white unto harvest.”

Thank you Mr. Rutland!

If you would like to heed Mr. Rutland’s call to action and join the Rutland Ethics Alliance, simply click here for the website. Or, if you prefer to print a form and mail a membership contribution.