Nancy Dubuc Quotes

Every organization has issues and concerns which are known about by many people who choose to remain silent.

I don't want to lead an organization where I have no sense of what the members think of me - and by arrangement. I would never do that.

Most companies don't have a good mechanism to give the CEO real, honest feedback.

One major obstacle in the fight against corruption is the reluctance of individuals to ‘blow the whistle’ on corrupt activities. Fear of retribution from employers or colleagues dissuades many from reporting cases of corruption. employees to raise concerns without fear of reprisal. Third, workers themselves must know and understand their rights under the law in order to be able to report misconduct in a proper manner.

There are no client conflicts, only bad explanations.

It takes time for people to understand how to hold leaders accountable.

When the people's representatives have to go on record and vote, it transforms our country. It is a full recognition that we are in a state of war.

When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.

Much of a leader's responsibility in creating a positive, high-performance culture is setting the right tone and acting on it consistently. That day-to-day execution - the tenor and tone - really makes the difference. One deviation - one exasperating meeting - and the CEO legitimizes bad behavior.

I'm a father. If my son jumped on a boy in a backyard, it would have been the worst mistake he made that day. And he'd have had to apologize to everybody.

I believe that transparency is the solution to our problem on corruption.

In the earlier days of history, kings and leaders went to the battlefield with their men; but today, those who determine that a nation will go to war remain safely behind. The next time leaders talk of warring, all the people should get together and send those leaders to the front lines. Give them a big arena with wonderfully effective ammunition, and the war will be finished in a day

We would like to see new leaders come forward who would be accountable and responsible, who would succeed in ending the terror and the violence. And it is up to the Palestinian people to judge who those new leaders should be.

What we do with the information now is up to us, but certainly I have a lot of respect for the courage and integrity that was required for [Edard Snowden] to take that action.

I have been to the darkest corners of government, and what they fear is light.

One of the things I've learned is to be much more open about my frailties and about our failures, because when you show your kids how you can resolve conflict in your life in real time, you're giving them confidence that when they have conflicts, they can push through them.

I think Assange has been very courageous. I've also defended Bradley Manning. I think they've been tremendously courageous in telling the truth, and the public has the right to the truth.

You have no right to be a leader if someone who works for you doesn't know where they stand.

... the truth is that when your people don't tell you what you need to know, it's a failure of leadership.

Secrecy breeds incompetence because where there is failure, failure is kept secret.

I will reach out to others and explain why I make the decisions I make.

Our public officials have forgotten that they are ultimately accountable to the people who put them in office, that the information they keep in secrecy belongs to all of us. Julian Assange took a courageous step by rightfully returning what belongs to the public domain. For that reason, I believe we need to stand behind him.

Sometimes, I think my most important job as a CEO is to listen for bad news. If you don't act on it, your people will eventually stop bringing bad news to your attention and that is the beginning of the end.

The problem is that the atmosphere does not yet exist in which honest police officers can act without fear of ridicule or reprisal from fellow officers.

When blame inevitably arises, the most senior people in the room should repeat this mantra: if a mistake happens, shame on us for making it so easy to make that mistake.