Responsible leadership and corporate social ability - why, what and how?!

1. Leadership & Sustainability
Klaudia Shevelyuk
SSE in Riga, December, 2012
Swedish Institute Management Program Alumni Meeting
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2. Award for sustainable legal business
Goal: to draw attention to responsibility in legal business, to shift the
picture and show different angles of doing legal business, to
encourage leaders…
Target audience: owners in legal business, 29 – 51 years old
Challenges: high level of corruption in Ukrainian courts and
governmental authorities, litigation as the most high-income and
most corruptive practice
Opportunities: Young leaders with a new way of doing business,
another comparatively new way of thinking
Project: Pro Bono Awards 2012 including 3 nominations: 1) online
voting for the most responsible leader; 2) the best CSR or Pro Bono
case; 3) the most transparent website
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3. Award for sustainable legal business
Questions:
What does responsible leadership in legal business mean for you?
Is social responsible legal business possible in Ukraine?
What initiatives does your company fulfill and why do you think it is
social responsible?
Result: Video-presentation (2 min)
http://www.youtube.com/watch?v=SDWNc1NaRAU&feature=youtu.b
e
http://jurliga.ligazakon.ua/news/2012/11/1/76112.htm
Outcome: More legal firms introduced CSR in development
strategies, more pro bono projects, more new responsible leaders
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4. Leadership course on legal business
by Oleh Riabokon
Goal: Based on real examples of crash of “legal empires” e.g. Arthur
Anderson, Dewey & LeBoeuf, and own experience of managing ex-
leading CIS firm Magisters to show-case the core principles to build
a sustainable legal business, focusing on mission and shared
values.
Target audience: owners of legal business
Challenge: similarity in marketing and development strategies,
restricted views on BD,
high level of corruption in the industry
Opportunities: to make legal market
more sustainable
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5. Results & Testimonials
Andriy Hrynchuk, managing partner with “Hrynchuk, Horpynyuk &
Partners”
“I was impressed by what I have heard. I was ready to hear a
speech about profession uniqueness, about special meaning of
working with “huge firms”, at least about special work with
governmental authorities in big tenders. The course began with
values and mission of a legal business. Moreover the stress was
exactly made on importance of basing the legal market on values
principles. For the first time from a guru in legal business I have
heard a different approach, than was written in the Bible for
managing legal business by David Meister. I am especially thankful
for an express course on leadership in legal business, which once
again proved that a leader shows his worth through his team”.
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6. Where is the place for CSR
in Ukraine nowadays
Results of the local research by UAPR & IFAK:
Among top PR (!) activities in 2011 above corporate & internal
communications CSR was on 3rd place (79% respondents).
As to financing PR (!) activities in 2011 above corporate & internal
communications CSR ranked 3rd (73% respondents).
All international and many top Ukrainian companies have introduced
CSR manager as a separate entity, but still majority considers it is as
a component of communications, PR or HR.
Is it good or bad?!
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7. Why communication matters?
Define your stakeholders, discover their values, interests and
needs!
Before: the information in companies came down from the top, the
style of management was in directing from the tops to the middle
management, communication style- official & business
Today: we have learnt how to listen to what subordinates offer the
tops. More personal communications, trust is appreciated. We know
the interests, the needs and the values of our stakeholders!
Management through the dialogues is the new reality!
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8. Dialogue is the new reality!
o Dialogues
o Partnership
o Gain trust
o Confidence
o Equality
o Interactivity
Work with interests & focus on values = win-win
How much your corporate values align with your own? With the
values of your stakeholders?
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9. Results
Top managers become more open, stay in touch through social
media & skype, etc. The employees are not afraid of telling the truth
about the employer and their work. The employees and other
stakeholders become the company’s brand ambassadors.
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10. Different styles …
Typology of personalities / psychological types
Jung and later Myers-Briggs Type Indicator
The "rational" (judging) functions: thinking and feeling
The "irrational" (perceiving) functions: sensing and intuition
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11. Different styles – different guides…
Psychography (a solution-oriented type of personalities)
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12. Leaders are made
Leaders are made, not born, and how they develop is critical for
organizational change, David Rooke and William R. Torbert “Action
Inquiry: The Secret of Timely and Transforming Leadership”
Developmental internal action logics:
Opportunist
Diplomat
Expert
Achiever
Individualist
Strategist
Alchemist
Who should guide a leader in his/ her perception of responsibility and
sustainability?
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13. Responsible Leaders & their abilities
Why corporate social ability matters?
Ability in perceiving global challenges
 Accountability
 Understanding
 Developing
 Responding
 Openness
 Ethics
….
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14. Thank you!
Klaudia Shevelyuk,
PR director, JURLIGA, LIGA:ZAKON
klaudia.shevelyuk@ligazakon.ua
kshevelyuk@ukr.net
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