Yesterday I met up with Paul Thorley, Chief Executive Officer of Capgemini Australia and New Zealand, the local subsidiary of Capgemini Group, one of the world's largest technology, consulting and outsourcing services companies.

We discussed Paul's thoughts on responsible leadership and Paul explained that he believes responsible leadership has a lot to do with sustainability in its broader definition, that is not just about being green.

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Responsible leadership is also about creating a legacy. Responsible leadership leaves behind something stronger and better, with staff, shareholders and customers.

As leaders we wrestle with this sequencing of different sectors to create a sustainable environment.

"From my perspective, I like to create an environment around me where people can be successful," Paul explained. "My main role is multifaceted as I help create an environment that is empowering people to achieve success across the organisation."

Working with the operational leaders across our 1,000 staff we support and mentor them so they can in turn support and mentor their teams. As staff are all empowered in this environment - they are also encouraged to take informed risks and approach projects with fire in their belly.

Taking informed risks / chances / bets with people is an important aspect of a responsible leader who is to help them develop. Judge them on values and thereby a value foundation is created.

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All staff are assessed across the 7 values that have been with Capgemini Group from their founder since inception.

·         honesty

·         boldness

·         trust

·         freedom

·         team spirit

·         modesty

·         fun

Encouraging informed risk taking, boldness if you will, then provides them confidence in the market to shake up the competition and be more competitive.

One example of taking risks with people is to promote them a little earlier than they are necessarily ready for. As they are receiving new responsibilities they in turn need to step up and develop into the new role. This is an important aspect of being responsible in your leadership.

Even through the Group’s 40+ acquisitions these values in supporting people and encouraging responsibility, development and risk taking continue and remain highly important.

Paul then explained what he sees as the attributes of a responsible leader.

As an individual we develop our core values from our family and other sources. From my father I learnt the importance of fairness.  When you walk into an organisation their corporate values become literal to you, though you also bring your own values to the role. These values then provide the framework through difficult issues.

Those who build a sustainable business through an ethical code use ethics at the core of everything they do.

In another dimension, those who genuinely are caring about the people around them, and don't see them as widgets or assets, know this people dimension is incredibly important to successful leadership.

Through a focus on values and helping people be successful you are working with the core attributes of a responsible leader.

Looking back on the GFC Impact...

Do you believe this remains true?