DEAR Leader,
In the swift currents of today’s corporate world, success often feels like a race defined by hard numbers – profit margins, quarterly sales reports, and percentages that dance before our eyes like mirages of achievement.
It’s easy to wrap ourselves in the comforting cloak of ROI, but what if we took a collective pause? What if we shifted our focus from chasing the next dollar to nurturing the human spirit that fuels our organizations?
This challenge beckons us to rethink our responsibilities as leaders – not just as figures guided by profit but as stewards of humanity.
Our proposed framework for this week’s learning is ‘Stewardship of Dignity Model’, which invites us to ground our Diversity, Equity, and Inclusion (DEI)
Pillar 1: The Moral Imperative – Leader’s Human Duty
At the core of our endeavour is a profound truth: leadership transcends mere asset management. It’s about lifting our fellow beings, ensuring that no ounce of human potential is wasted at the altar of systemic bias and inequality.
Picture a world where individuals are not bartered and measured by their appearance, backgrounds, or social status but are instead celebrated for their unique contributions. This encapsulates the heart of true leadership – the commitment to dismantle the societal barriers that stifle human flourishing.
Embracing the ‘Human Duties’ perspective – one that draws inspiration from Kantian ethics – calls us to treat humanity as an “end in itself”. This moral obligation compels us to pivot our organisational mindset from merely implementing DEI initiatives for profitability to understanding that our authenticity is at stake.
When we say, “We commit to DEI because to exclude is to fail in our character as leaders”, we affirm our role as guides who uphold dignity.
This shift isn’t just desirable; it’s essential. Cultures that embrace this ethos become fertile grounds for innovation, catalysing environments where individuals from all walks of life can contribute fully.
True leadership is about nurturing the latent potential of humanity in our teams, thus fortifying the foundation for a better society.
Pillar 2: Cognitive Justice – Enhanced Decision-Making
The second pillar encourages us to interrogate the status quo: homogeneity in leadership is not just a missed opportunity; it’s an ethical blind spot. A leadership team made up solely of voices that echo one another inevitably falls victim to “cognitive bias”.
In contrast, a diverse leadership team – representing a mosaic of backgrounds and experiences – shatters those blind spots, offering insights that enrich our decision-making processes.
Research from Cloverpop reveals that inclusive teams make better decisions a staggering 87 per cent of the time and do so 60 per cent faster. This doesn’t merely mean optimising profits; it symbolises a holistic approach to foster equitable opportunities.
When diverse perspectives harmonise, we unlock a rich tapestry of innovation and effective problem-solving, paving the way for greater success.
Leaders championing cognitive justice thus set a tone of respect and appreciation for each individual’s contributions, ultimately creating an environment where creativity flourishes.
Imagine the elevation of ideas that arise when everyone feels valued and heard. This inclusivity, viewed as a strategic advantage, seamlessly intertwines organisational performance with social fairness.
Pillar 3: The Societal Ripple – Fostering Social Equity
The final pillar widens our view beyond corporate walls. Organisations operate within a broader ecosystem, and their internal policies inevitably influence society. When we consider the ripple effects of our decisions, we recognize that improving conditions for employees can ultimately generate positive outcomes for entire communities.
A McKinsey & Company study, ‘Diversity Wins’, highlights a striking correlation: companies in the top quartile for women on executive teams are 25 per cent more likely to outperform peers in profitability. Beyond financial gain, these findings point to a deeper societal truth – equitable wealth distribution promotes stability and cohesion.
Leaders committed to social equity do more than uplift employees or local communities. They help build a “virtuous cycle” rooted in justice and opportunity. Embedding equity into business frameworks lays the groundwork for legacies and systems that extend far beyond any single organisation.
To ground this in practice, consider Mastercard, guided by leaders like Ajay Banga and Michael Miebach. While many financial institutions historically overlooked “unbanked” populations as unprofitable, Mastercard approached financial inclusion as both a strategic opportunity and an ethical obligation.
Their aim to bring 1 billion people into the digital economy reflects a commitment aligned with the ‘Stewardship of Dignity Model’ – one centred on expanding human dignity at scale.
Their impact has been substantial. Through government partnerships, Mastercard has digitised social subsidies, ensuring direct support for citizens while reducing corruption.
Their localised strategies – from empowering farmers across Africa to training small merchants in India through Project Kirana – demonstrate how equitable innovation can transform entire economic ecosystems.
This example underscores a larger truth: when leadership embraces its human duty, business potential and social equity can advance together.
Each pillar of the ‘Stewardship of Dignity Model’ aligns closely with the ‘Universal Declaration of Human Duties for Leaders’.
- Pillar 1: The Moral Imperative reflects Duty No. 1: Preserve Life, affirming that dignity begins with protecting human well-being.
- Pillar 2: Cognitive Justice echoes Duty No. 5: Respect Human Personality, recognizing each person’s distinct identity and voice.
- Pillar 3: Social Impact embodies Duty No. 7: Lead Responsibly, acknowledging that leadership choices shape communities and influence the future.
Together, these pillars transform ethical intention into actionable responsibility for 21st-century leadership.
This shift from pure ROI to human duty is not abstract – it offers a practical framework capable of reshaping workplaces and, ultimately, society. It invites a culture of care, innovation, and accountability, fostering sustainable success for all stakeholders.
Dear leader, embracing this shift positions us toward a future where humanity is recognised as our most valuable asset – and where leadership becomes a force for enduring, equitable progress.
DISCLAIMER:
The views expressed here are those of the writers and do not necessarily represent the views of Sarawak Tribune. The writers can be reached at argenisangulo@gmail.com and lawleepoh@gmail.com.
