When a mid-level executive at Goldman Sachs named Greg Smith resigned a couple of months ago by authoring a letter to The New York Times that was highly critical of the Wall Street giant, some were quick to question his motives. Smith, some said, was suffering a mid-life crisis, or he was dissatisfied with the pace of his career advancement. Or he was a naïve publicity seeker. He was not to be taken seriously.

Smith’s very-high-profile resignation has since faded from the headlines, but it’s been followed by a series of corporate controversies that, together, speak to the same point: Now, more than ever, enterprise leaders have a responsibility not only to declare their organizations’ visions and goals, but also to see to it that the behaviors that are encouraged and rewarded align with the vision. Read More…