Several years ago, while visiting a regional branch of Lee Hecht Harrison, a global career management services company, then-president Stephen Harrison was stopped short by "Ray," his chief operating officer. "You didn't greet the receptionist," said Ray, who proceeded to show Harrison how to do what he called the "two minute schmooze." Introducing himself, Ray inquired about the receptionist's commute and impressions of the company.
Ray explained to Harrison: "A receptionist is a corporate concierge. They will talk to more important people in a day -- suppliers, customers, even CEOs -- than you will talk to all year."
Enron-level scandals are not averted by talking to the receptionist alone, but Harrison, speaking at the recent 11th annual Wharton Leadership Conference, contended that small acts like this are part of what makes for an ethical corporate culture. And culture, not "heavy handed legislation" like the 2002 Sarbanes-Oxley Act, is a key safeguard against moral lapses, he said in his talk.
Also presenting at the conference, which centered on the theme of "Developing Leadership Talent," was Richard Greene, a public speaking coach and author of the book, Words that Shook the World: 100 Years of Unforgettable Speeches and Events. Conference sponsors included the Center for Leadership and Change Management, the Center for Human Resources and Wharton Executive Education.
Executive Pomposity
Harrison, who is now chairman of Lee Hecht Harrison, pointed to the failure of Sarbanes-Oxley to stop incidences of corporate fraud and misconduct. He quoted a 2005 PricewaterhouseCoopers survey that reported a 22% increase in global fraud over the last two years. When the Federal Sentencing Commission discovered this gap between intention and results, said Harrison, it held a year of hearings and then added one line to the Federal Sentencing Guidelines stating that public companies must "promote an organizational culture that encourages ethical conduct.
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