BE SOCIALLY RESPONSIBLE
WHY IT MATTERS
No company or organization is an island. Each is part of a larger community of organizations or businesses in their immediate area and the world at large. It is essential that companies focus not only on what is good for them, but on what is good for those around them. Leaders that are socially responsible do more than make a profit, they make the world a better place. They reap the blessings that come from their success, and turn some of those blessings into investments that improve society. Leaders that neglect their duty to be socially responsible may find their success indirectly impaired as they fail to receive the soft and hard benefits that come from being seen as more than just a money-making machine.
WHAT IT LOOKS LIKE
Leaders that practice social responsibility want to bring more good into the world than just the ability to earn a lot of money. They have a sincere desire to bring about positive change. They want to make a difference in the lives of those around them. They believe it is important to invest time, energy, and resources into strategic programs and efforts that leave their community and society better than they inherited them.
Leaders that practice social responsibility tie social responsibility strategies to their overall business strategy. They choose to support activities and social organizations that match their vision and mission, and make sure their stakeholders know the “why” behind the activities they choose to support. They set community and social improvement goals, track them, and measure their positive influence.
Leaders that practice social responsibility get personally involved in overcoming social problems. They go beyond mere verbal sponsorship by personally investing time, money, and energy, into the issues they choose to support.
Leaders that practice social responsibility are aware of their social surroundings. They stay informed of successes in overcoming social issues as well as setbacks. They know the concerns within the larger social environment in which they live. They know the issues facing the local, national, and international communities in which they operate.
Leaders that practice social responsibility put in place formal programs to allow their employees to provide community outreach. They permit and encourage employees to use work time to contribute to these efforts. They use corporate outreach activities to build good will, create stronger public ties, and make a real difference in the lives of people.
Leaders that practice social responsibility invest resources in sustaining nationally or locally organized non-profit groups. They partner with organizations set on decreasing poverty, improving safety, fighting hunger, caring for the environment, or whatever issue they care about.
Leaders that practice social responsibility avoid choices that would cause a negative impact to the social environment, even if it means losing potential profits. They act in accordance with the highest ethical standards to ensure their legacy in the world goes far beyond their latest income report. By practicing social responsibility, they create a lasting legacy of good will.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
No company or organization is an island. Each is part of a larger community of organizations or businesses in their immediate area and the world at large. It is essential that companies focus not only on what is good for them, but on what is good for those around them. Leaders that are socially responsible do more than make a profit, they make the world a better place. They reap the blessings that come from their success, and turn some of those blessings into investments that improve society. Leaders that neglect their duty to be socially responsible may find their success indirectly impaired as they fail to receive the soft and hard benefits that come from being seen as more than just a money-making machine.
WHAT IT LOOKS LIKE
Leaders that practice social responsibility want to bring more good into the world than just the ability to earn a lot of money. They have a sincere desire to bring about positive change. They want to make a difference in the lives of those around them. They believe it is important to invest time, energy, and resources into strategic programs and efforts that leave their community and society better than they inherited them.
Leaders that practice social responsibility tie social responsibility strategies to their overall business strategy. They choose to support activities and social organizations that match their vision and mission, and make sure their stakeholders know the “why” behind the activities they choose to support. They set community and social improvement goals, track them, and measure their positive influence.
Leaders that practice social responsibility get personally involved in overcoming social problems. They go beyond mere verbal sponsorship by personally investing time, money, and energy, into the issues they choose to support.
Leaders that practice social responsibility are aware of their social surroundings. They stay informed of successes in overcoming social issues as well as setbacks. They know the concerns within the larger social environment in which they live. They know the issues facing the local, national, and international communities in which they operate.
Leaders that practice social responsibility put in place formal programs to allow their employees to provide community outreach. They permit and encourage employees to use work time to contribute to these efforts. They use corporate outreach activities to build good will, create stronger public ties, and make a real difference in the lives of people.
Leaders that practice social responsibility invest resources in sustaining nationally or locally organized non-profit groups. They partner with organizations set on decreasing poverty, improving safety, fighting hunger, caring for the environment, or whatever issue they care about.
Leaders that practice social responsibility avoid choices that would cause a negative impact to the social environment, even if it means losing potential profits. They act in accordance with the highest ethical standards to ensure their legacy in the world goes far beyond their latest income report. By practicing social responsibility, they create a lasting legacy of good will.
BELIEFS
- Your organization will do better in the long term if its interests include those of the society and community at large.
- The age-old concept of “do unto others as you would have them do unto you” is as valid for organizations as it is for individuals.
- It is in your best interests to look at the world around you and think of ways to make that world a better place.
- There is more to work than just making a profit. There is a chance to cause a lasting difference on and improve individual lives.
- When a leader retires they’ll find more satisfaction in the difference they made than in the profits they were able to generate.
- Community outreach programs drive real value by improving employee morale, social relationships, and brand image.
- Social responsibility activities are not the end goal of organizations, but they can make the journey much more enjoyable and beneficial.
- Money doesn’t last, but making a real difference in people’s lives and the community does.
BEST PRACTICES
- Let employees participate in community-service.
- Integrate social responsibility into the business strategy.
- Help resolve social issues you can directly influence.
- Sponsor community outreach programs and efforts.
- Teach employees to give back to the community.
- Improve the communities in which you work.
- Know the societal impact of your organization’s choices.
- Participate personally in community improvement.
- Speak out against social ills you can influence.
- Make work about making a difference, not just money.
- Seize your opportunity to make a difference to people.
- Stay abreast of changes in the social environment.
- Partner with others to overcome societal problems.
- Behave responsibly towards the environment.
- Act in the best interest of the social environment.
- Have a cause that you believe in and support.
- Take action to improve the community where you work.
- Acknowledge the social impact of the work you do.
- Be aware of the social issues facing your industry.
- Make good social decisions, even if they cost you money.
- Invest your earnings in more than just earning.
- Leave a legacy you can be proud of.
SELF-REFLECTION
- Do I recognize that my organization is part of the larger community in which I live, or do I think it is isolated?
- Do I think about what is good for society at large, or do I focus on what is good for the organization only?
- Do I want to leave a legacy of having made a real difference in the world, or do I only care about generating profits?
- Do I sponsor community outreach efforts, or do I miss the chance to help make the world a better place?
- Do I measure the success of community outreach efforts, or do I wonder if they make a real difference?
- Do I get personally involved in social responsibility efforts, or do I give them lip-service only?
- Do I make ways for employees to participate in service, or do I never allow them to pause from their work?
- Do I avoid choices that would be profitable but damage the community or environment, or do I make them anyway?
WORDS OF CAUTION
- Don’t feel like it is your single-handed responsibility to save the world and spread yourself too thin by doing too much.
- Don’t make social responsibility your primary aim, and forget about the real reason and purpose your organization exists.
- Don’t inadvertently get caught on the wrong side of a social issue, causing your efforts for good to impede your future.
PSYCHOMETRIC 360 QUESTIONS
- Our business decisions always impact the community at large.
- Part of every employee’s job is to get involved in his or her community.
- As an organization, it’s our duty to give back to our community.
- Even if we lose revenue, making a conscious social choice to protect the community we reside in is a priority.