Opal Security’s Post

FLATTERY CAN COME AT A HIGH COST FOR THE RECEIVER. It can trigger resentment and ironically damage the social capital of those who accept it. The heavy-handed version is what happened to Albert Dunlap in 2001, when he was the CEO of Sunbeam Corp. The SEC sued him for accounting fraud. Dunlap, who was then known as an expert in turning around troubled firms and selling them for a profit, was eventually barred from serving as an officer or director in any company. Much was said about his intimidation of other managers who may have thought it safest to flatter him. An interesting detail of Dunlap’s downfall was that managers around him were quick to provide information that helped the investigation, a far cry from the many firms with management teams that do all they can to deter and obstruct investigators. Although ingratiation, such as flattery or opinion conformity, may elicit positive affect from its target, research shows it can also elicit a specific form of negative affect toward the target, which in turn can trigger interpersonal harm-doing. One of the most widely held — if rarely practiced — ideas in management is that it's important for chief executives to encourage different opinions from the people who work for them. To find the dissenting voices who won't just try to flatter or praise, but remind leaders when they are wrong. It could also have a personal upside for chief executives: They might have fewer backstabbing managers bad-mouthing them to the media. In fact, top managers who engage in “ingratiating” behavior — complimenting their boss, repeatedly conforming or agreeing with their views — are significantly more likely to admit to making negative comments about their CEO to journalists. People find it, at some level, demeaning to engage in ingratiation. That triggers a feeling of resentment. People mis-attribute their own behavior to another person. The hypothesis — that more flattery would lead to greater bitterness and, therefore, more carping about their chief executive to third parties — turns out to be true. #organizationalbehavior #teamculture #topmanagement #leadership #strategy #mediarelations #decisionmaking See full texts: https://lnkd.in/ef3ftRZ4 https://lnkd.in/eT9_MEDm https://lnkd.in/etExrFMe Image: Pieter Bruegel the Elder, The Dutch Proverbs, 1559 Henrich R. Greve Gareth Keeves James Westphal Kari Joseph Olsen Mark Mortensen David Dubois Frédéric Godart Gianpiero Petriglieri

Scaling any business is no easy task, take it from me, and also from one of the most booked auditors in the industry, Pashov. Discover his insights on scaling a security audit business effectively. Learn about managing demand, pricing strategies, team expansion, and more in his recent interview: https://lnkd.in/e9efZqWw

Recommended article... How do we decide to trust? The article goes through the 10 decision factors; 3 personal (linked to truster) and 7 situational (associated to a particular situation and the relationship between the parties), that affect our decision to trust. 1. Risk tolerance. 2. Level of adjustment. 3. Relative power. 4. Security. 5. Number of similarities. 6. Alignment of interests. 7. Benevolent concern. 8. Capability 9. Predictability and integrity. 10. Level of communication. Also provides ways trustee can influence the situational factors. https://lnkd.in/eBVRtEdW

Picture this: a team of superstars who know their roles inside out, who can navigate tricky situations with ease, and who always say "yes" to success. That's the magic of compliance done right! At Baird, Compliance isn't about throwing up barriers and slamming doors shut. Instead, it's about molding a team of experts who can always find a way to say "yes" to progress. If this sounds like a team you'd love to join, check out our Compliance opportunities here: https://lnkd.in/gzatP3Yf #compliancejobs #wearebaird #compliancematters

“Risk” means: The thing that keeps CEOs up at night. It’s in the: - People you hire - Money you accept - Contracts you sign - Promises you make - Disputes you don’t fix - Third parties you engage - Operations you implement So you internalize more than you should. Reading documents. Negotiating legal terms. Accepting red-lines. Reviewing memos. Not because any of these are your strength. But because you can’t let go. The risk won’t let you. Unfortunately, the only way to scale a business is to let go and put a team in place to help you make informed decisions. It’s the difference between building up and digging yourself a deeper hole. #generalcounsel #ceo #attorney

For me one of the most critical parts of managing fairly and effectively is having the ability to TRUST but VERIFY. I have personally learned that truth generally falls somewhere in the middle and the only absolutes you can rely on are the facts found in investigating, or the egg on our face for not doing our diligence. Credibility is earned when you can stand up to your team when warranted and stand up for your team when they are vindicated.

Doing your due diligence on a boss will save a lot of frustration. Never trust. Always verify. Look for these red flags. Ask plenty of questions. Don't just blindly follow a boss or you might regret the decision. You're interviewing the boss as much as they're interviewing you. Agree?

It’s my month three at Capital Power, and I’m excited about what we’re building! As you move through career and professional experiences, you realize what excites and challenges you – as a person, a professional, and a leader. For me, it's building and leading teams that are collectively working on finding solutions to the urgent and complex problems that matter the most to people.     Getting our planet to net zero is one of the most urgent issues of our time. Right now, every district in North America is actively and often anxiously exploring how to successfully navigate the energy transition in a way that works for both people and the planet. Energy demand is growing globally, and we need to lead a transition that ensures reliable and affordable energy is securely and equitably available, while achieving net zero by 2045.     The team at Capital Power is so well positioned to lead on this. We have a diversified fleet and a multi-pronged balanced approach that brings together energy reliability, affordability, and decarbonization. Throughout my first three months here, it’s been incredibly energizing to see how my current role as Senior Vice President, External Relations, and Chief Legal Officer brings these components together. We’re making the investment decisions and policy recommendations driving the decarbonization agenda and net zero transition and are supporting the advancement of greenfield projects that will deliver innovative solutions for communities.  As I’ve gone deeper into the organization, I’ve been inspired by the infrastructure and our team’s experience and vision; I can’t wait to see where our growth will take us.        As we work to deliver real energy transition solutions, I’ll be sharing more about industry and policy development, and what I’ve learned about building inspired and connected teams across regions and offices. Stay tuned for incredible things to come! 

During our discussion, James illuminates the factors fueling a resurgence in tech M&A activities, particularly in the latter half of 2023. From AI-driven transformations in company strategies and operations to the burgeoning importance of cybersecurity in transaction considerations, we delve into how these elements reshape acquisition priorities. #ey

🔍 𝐄𝐱𝐩𝐥𝐨𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐃𝐞𝐩𝐭𝐡𝐬: 𝐓𝐡𝐞 𝐑𝐞𝐥𝐞𝐯𝐚𝐧𝐜𝐞 𝐨𝐟 𝐈𝐧𝐜𝐡-𝐖𝐢𝐝𝐞, 𝐌𝐢𝐥𝐞-𝐃𝐞𝐞𝐩 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐀𝐮𝐝𝐢𝐭 🔍 We believe in the concept of an "inch-wide, mile-deep" internal audit. This approach emphasizes depth over breadth, 𝒇𝒐𝒄𝒖𝒔𝒊𝒏𝒈 𝒐𝒏 𝒅𝒆𝒍𝒗𝒊𝒏𝒈 𝒅𝒆𝒆𝒑𝒍𝒚 𝒊𝒏𝒕𝒐 𝒔𝒑𝒆𝒄𝒊𝒇𝒊𝒄 𝒂𝒓𝒆𝒂𝒔 𝒐𝒇 𝒓𝒊𝒔𝒌 𝒂𝒏𝒅 𝒄𝒐𝒏𝒕𝒓𝒐𝒍 𝒓𝒂𝒕𝒉𝒆𝒓 𝒕𝒉��𝒏 𝒔𝒑𝒓𝒆𝒂𝒅𝒊𝒏𝒈 𝒓𝒆𝒔𝒐𝒖𝒓𝒄𝒆𝒔 𝒕𝒉𝒊𝒏𝒍𝒚 𝒂𝒄𝒓𝒐𝒔𝒔 𝒂𝒍𝒍 𝒂𝒔𝒑𝒆𝒄𝒕𝒔 𝒐𝒇 𝒕𝒉𝒆 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝐧. But why is this approach gaining traction, and what makes it so relevant in today's environment? 🔍 𝑷𝒓𝒆𝒄𝒊𝒔𝒊𝒐𝒏 𝒊𝒏 𝑹𝒊𝒔𝒌 𝑴𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕: By concentrating efforts on a narrow scope, internal audit teams can uncover nuanced risks that may otherwise go unnoticed. Whether it's identifying vulnerabilities in IT systems or pinpointing weaknesses in financial processes. 🔍 𝑬𝒏𝒉𝒂𝒏𝒄𝒆𝒅 𝑬𝒇𝒇𝒊𝒄𝒊𝒆𝒏𝒄𝒚 𝒂𝒏𝒅 𝑬𝒇𝒇𝒆𝒄𝒕𝒊𝒗𝒆𝒏𝒆𝒔𝒔: In an era where resources are finite, efficiency is key. By prioritizing areas of highest risk or significance to the organization, inch-wide, mile-deep audits optimize resource allocation, ensuring that internal audit efforts yield maximum impact. This targeted approach enables auditors to delve deeply into specific processes, uncovering root causes and driving meaningful improvements. 🔍 𝑨𝒅𝒂𝒑𝒕𝒂𝒃𝒊𝒍𝒊𝒕𝒚 𝒕𝒐 𝑬𝒗𝒐𝒍𝒗𝒊𝒏𝒈 𝑻𝒉𝒓𝒆𝒂𝒕𝒔: By staying laser-focused on key risk areas, internal audit functions can remain nimble and proactive in addressing emerging challenges with agility. 🔍 𝑺𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒄 𝑰𝒏𝒔𝒊𝒈𝒉𝒕𝒔 𝒇𝒐𝒓 𝑫𝒆𝒄𝒊𝒔𝒊𝒐𝒏-𝑴𝒂𝒌𝒆𝒓𝒔: 𝑫𝒆𝒆𝒑-𝒅𝒊𝒗𝒆 𝒂𝒖𝒅𝒊𝒕𝒔 𝒑𝒓𝒐𝒗𝒊𝒅𝒆 𝒎𝒐𝒓𝒆 𝒕𝒉𝒂𝒏 𝒋𝒖𝒔𝒕 𝒂𝒔𝒔𝒖𝒓𝒂𝒏𝒄𝒆; they offer valuable insights that inform strategic decision-making and enhance organizational resilience. In conclusion, In a world where risks are abundant and resources are finite, this approach offers a strategic advantage, enabling organizations to effectively navigate uncertainty, drive operational excellence, and safeguard their reputation. We are ServeMax Advisors LLP (www.servemax.co.in) and can be your trusted advisors for 𝐑𝐢𝐬𝐤 𝐚𝐝𝐯𝐢𝐬𝐨𝐫𝐲 | 𝐓𝐚𝐱 & 𝐂𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞𝐬 | 𝐃𝐚𝐭𝐚 𝐀𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐬 & 𝐕𝐢𝐬𝐮𝐚𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧 | 𝐅𝐢𝐱𝐞𝐝 𝐚𝐬𝐬𝐞𝐭𝐬 𝐬𝐞𝐫𝐯𝐢𝐜𝐞𝐬 | 𝐨𝐮𝐭𝐬𝐨𝐮𝐫𝐜𝐢𝐧𝐠 𝐬𝐞𝐫𝐯𝐢𝐜𝐞𝐬 | 𝐬𝐭𝐚𝐟𝐟 𝐚𝐮𝐠𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧. 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐰𝐢𝐭𝐡 𝐮𝐬 𝐚𝐭 𝐢𝐧𝐟𝐨@𝐬𝐞𝐫𝐯𝐞𝐦𝐚𝐱.𝐜𝐨.𝐢𝐧 #InternalAudit #RiskManagement #InchWideMileDeep #BusinessInsights