By the end of the program, executive participants will be able to:
Diagnose organisational culture and identify misalignments between values, rules, and incentives
Differentiate between virtue, deontological, and consequentialist ethics and recognise how each plays out in executive decision-making
Apply virtue ethics as the harmonising principle to resolve dilemmas that cannot be solved by rules or rewards alone
Evaluate strategic decisions through an ethical lens, ensuring long-term trust, reputation, and performance are protected
Embed executive-level virtuous habits into daily leadership practice—building integrity, consistency, and credibility
Develop a strategic roadmap for aligning leadership behaviours, organisational culture, and business outcomes
Strengthen decision-making under complexity and uncertainty, using structured frameworks and scenario-based practice
Lead cultural transformation by shaping the ethical architecture of the organisation (values, rules, incentives)
Foster congruence and clarity across executive teams, boards, and the wider organisation
Leave with a tailored executive action plan to embed ethical leadership into ongoing governance and strategy
Topics covered
Module 1: Leadership, Culture, and the Executive Role
Redefining leadership at the executive and CEO level
Why culture is strategy: how culture drives performance and reputation
Executive levers for embedding high-performance culture
Module 2: The Ethical Foundations of Leadership
Understanding virtue, deontological, and consequentialist ethics in organisations
Why rules and rewards often collide—and why values must prevail
The executive responsibility: aligning the “ethical architecture” of the organisation
Module 3: Leading Through Complexity and Uncertainty
Frameworks for decision-making under ambiguity and competing pressures
Diagnosing organisational dilemmas where culture, compliance, and performance clash
Executive decision labs: practice resolving real-world leadership dilemmas ethically and strategically
Module 4: From Insight to Action – The Ethical Roadmap
Integrating values, rules, and incentives into a congruent culture model
Building executive-level habits of virtue: from conscious practice to instinctive leadership
Developing a roadmap for embedding ethics and performance into the organisation’s DNA
Venue
In-house
In-house
Typically held at the client's venue or an offsite location that's convenient.
Locations
Overview
Embedding Virtue, Driving Culture, and Leading with Integrity
At the highest levels of leadership, decisions are rarely simple. Executives and CEOs must balance competing pressures—shareholder demands, regulatory obligations, societal expectations, and organisational culture—while still creating an environment where people thrive. The Executive Ethical Leadership Masterclass is designed to help senior leaders cut through this complexity with clarity, confidence, and congruence.
This intensive program enables executives to conduct a strategic assessment of their organisation’s culture, decision-making frameworks, and leadership behaviours, and then craft a roadmap to embedding a resilient, high-performing culture grounded in ethical leadership.
At the core of the masterclass is the understanding that three ethical theories are always at play within organisations:
Virtue ethics – represented by values and leadership character
Deontological ethics – represented by rules, policies, and obligations
Consequentialist ethics – represented by incentives, KPIs, and outcomes
Most dilemmas at the executive level arise from tensions between rules and rewards. Only virtue ethics—anchored in character and values—can harmonise these tensions and guide leaders toward decisions that are both effective and principled.
This program equips executives with the tools to:
Diagnose their current culture: identify where rules, rewards, and values are misaligned
Build congruence between strategy, culture, and ethics
Develop executive-level virtuous habits that cascade through the organisation
Craft a high-performance culture that sustains trust, resilience, and results
Workshop Outcomes
By the end of the program, executive participants will be able to:
Diagnose organisational culture and identify misalignments between values, rules, and incentives
Differentiate between virtue, deontological, and consequentialist ethics and recognise how each plays out in executive decision-making
Apply virtue ethics as the harmonising principle to resolve dilemmas that cannot be solved by rules or rewards alone
Evaluate strategic decisions through an ethical lens, ensuring long-term trust, reputation, and performance are protected
Embed executive-level virtuous habits into daily leadership practice—building integrity, consistency, and credibility
Develop a strategic roadmap for aligning leadership behaviours, organisational culture, and business outcomes
Strengthen decision-making under complexity and uncertainty, using structured frameworks and scenario-based practice
Lead cultural transformation by shaping the ethical architecture of the organisation (values, rules, incentives)
Foster congruence and clarity across executive teams, boards, and the wider organisation
Leave with a tailored executive action plan to embed ethical leadership into ongoing governance and strategy
Topics covered
Module 1: Leadership, Culture, and the Executive Role
Redefining leadership at the executive and CEO level
Why culture is strategy: how culture drives performance and reputation
Executive levers for embedding high-performance culture
Module 2: The Ethical Foundations of Leadership
Understanding virtue, deontological, and consequentialist ethics in organisations
Why rules and rewards often collide—and why values must prevail
The executive responsibility: aligning the “ethical architecture” of the organisation
Module 3: Leading Through Complexity and Uncertainty
Frameworks for decision-making under ambiguity and competing pressures
Diagnosing organisational dilemmas where culture, compliance, and performance clash
Executive decision labs: practice resolving real-world leadership dilemmas ethically and strategically
Module 4: From Insight to Action – The Ethical Roadmap
Integrating values, rules, and incentives into a congruent culture model
Building executive-level habits of virtue: from conscious practice to instinctive leadership
Developing a roadmap for embedding ethics and performance into the organisation’s DNA
Who should attend
This program is specifically designed for:
CEOs, Managing Directors, and Executive Team Members
Board members seeking to align governance and culture
Senior leaders preparing to take on enterprise-wide leadership responsibility
Executive teams navigating transformation, ESG commitments, or reputational challenges
What I should bring
Facilitator biography
Peter Winnall has been the director and founder of Rekon Group Pty Ltd, based in Perth, Australia, since 2016. He leads the company in delivering organisational transformations for numerous ASX 200 and large global companies across various industries. His expertise includes cultural change, strategic planning, and optimised performance, leveraging advanced analytics techniques, including Artificial Intelligence and Machine Learning, to enhance organisational analysis and outcomes. Peter is proficient in managing and delivering solutions for complex AI/ML cases and has developed proprietary methods and tools, such as the P4RM™ method and the StratDo® strategy implementation software solution. Under his leadership, Rekon Group has achieved increased revenue, profitability, EPS, and cultural change.
Before founding Rekon Group, Peter served as a Case Team Leader at Bain & Company in Perth, Australia, beginning in 2015. After completing his MBA at AGSM, he joined Bain, where he became a member of the leadership development team and Mining Practice Area specialist. His notable assignments included developing resources-specific Bain IP, optimising labour costs for large mining clients, and establishing project management offices for significant enterprises. His work also encompassed strategic growth initiatives and customer advocacy systems for various sectors, including banking and industrial goods and services.
Peter’s career began with a distinguished service in the Australian Defence Force, particularly in the Australian Army’s Special Air Service Regiment (SASR) from 1995 to 2011. As Chief Operations Officer of SASR in 2011, he planned and monitored strategically sensitive operations and coordinated the ADF Counter-Terrorism Task Force for the Commonwealth Heads of Government Meeting (CHOGM). He also served as an SASR Squadron Commander, leading teams in high-risk environments and implementing new campaign designs that achieved previously unattainable capabilities. Earlier roles included Operations Manager for SOCOMD, coordinating strategic consequence management, and Troop Commander, leading missions in East Timor, Afghanistan, and the South Pacific. Peter holds a Master of Business Administration (MBA) from the Australian Graduate School of Management, where he was awarded the Dean’s Scholar prize, and a Bachelor of Mechanical Engineering (Hons) from the University of New South Wales/Australian Defence Force Academy. He has been awarded the Distinguished Service Medal twice for outstanding leadership in action in Afghanistan.
