Ethical leadership does not start with perfection; it begins with an open dialogue, courage, and dedication. That’s the message Kalpna Solanki brings to her work in the water sector and beyond. Drawing from a deep well of personal experience, professional leadership, and policy development, she’s become a trusted voice for organizations seeking to lead with integrity in a complex world.
In a recent conversation, Solanki shared candid insights on what it takes to make ethics real—not just aspirational.
Rooted in Values: A Personal Foundation
Solanki’s passion for ethics began at home. “My foundation was shaped by my parents, who were successful businesspeople known for their unwavering ethics,” she shared. “Sometimes, their commitment to doing what was right meant passing up opportunities that could have benefited them financially.”
That example profoundly influenced her work in public health and environmental protection. Over the years, she witnessed “firsthand the devastating consequences of unethical conduct—threatening public safety and environmental sustainability.” The result of those experiences was a developing focus on ethics in her own life, both personal and professional.
The Foundations of Organizational Ethics
Creating sustainable ethical practices involves building systems that address concerns before they arise. Embedding checks and balances into the fabric of an organization provides safeguards that help ensure integrity. These safeguards are referred to as Levers of Control in a framework developed by Harvard professor Robert Simons in 1995.
Solanki, who completed a program in sustainable strategy at Harvard, discusses these levers as fundamental in shaping her approach to ethics. In particular, she highlights two key techniques:
1. Belief Systems
Belief Systems can be defined as “sets of organizational definitions you communicate and reinforce to provide direction to your employees.”
Solanki notes that, for an organization, belief systems serve as foundational principles and can include vision, mission, and value statements.
2. Boundary Systems
Solanki explains that the second lever, Boundary Systems, “act as ‘thou shall not’ rules, helping organizations uphold their commitments to ethical conduct and responsible leadership.”
Her examples of Boundary Systems include codes of ethics, employee agreements, and oaths of office. These tools not only set expectations but also outline the consequences for violating organizational principles.
Beyond these systems, Solanki discusses her professor Clayton Christensen’s book How Will You Measure Your Life as a foundational influence in her study of organizational ethics. To this day, she draws from its lessons—such as redefining success beyond professional achievements, emphasizing how small decisions shape long-term outcomes, and encouraging regular self-reflection on life’s purpose.
Building a Principled Organization
One of the most prominent obstacles organizations run into in developing codes of ethics is treating it as a “compliance checkbox.” Solanki notes that the systems discussed above “are only effective if creation of them is thoughtful, inclusive, and ongoing.”
To counter the idea of ethics as a checklist, Solanki suggests beginning with leaders and stakeholders. Holding leadership accountable to the organization’s principles is vital for team members to follow suit.
Ultimately, the bulk of the responsibility lies with the governing body. Solanki says, “I cannot emphasize enough the importance of strong governance… to prevent breaches and foster an organizational culture rooted in integrity.”
Common pitfalls Solanki sees in her experience on ethics committees include:
- Weak oversight;
- Lack of accountability;
- Conflicts of interest;
- Inadequate training;
- Inappropriate board compositions; and,
- Lack of board engagement.
To address these challenges, Solanki suggests the following ethical office practices:
- Clear and accessible reporting;
- A whistleblower protection policy;
- Open and transparent communication;
- Ethics training; and,
- Cultivating an environment of trust and psychological safety.
Solanki further recommends providing an Ethics Course before individuals sign a code of ethics. This ensures they have the background to understand what they are signing.
By following the practices outlined above, organizations can be confident that their ethics policies align with their mission and value statements, creating a connection between organizational documents and organizational action.
Understanding Ethical Challenges and Concerns
It is no secret that environmental organizations are facing a number of evolving challenges. From climate change to emerging technologies to compliance, there is no shortage of difficult discussions occurring in the sector. At times, it can feel difficult to keep your head above water amidst it all. As a result, conversations around workplace values may fall to the wayside. However, it is crucial that those conversations remain at the forefront of these emerging issues.
When asked about the most pressing ethical challenges facing water professionals today, Solanki discussed a range of complex matters. She encourages both individuals and organizations to be mindful of resource allocation and to remain aware of marginalized and underserved communities’ access to safe, affordable water.
This means being particularly conscious of:
- Responsible management of data gathered via AI, smart sensors, and monitoring systems;
- Addressing scenarios where personal, organizational, or political interests might affect decision-making; and,
- Weighing development requirements against environmental conservation, particularly in vulnerable ecosystems.
Solanki recommends organizations “[implement] adaptive strategies that ethically consider vulnerable populations affected by climate impacts like floods or droughts.” Additionally, she stresses the importance of “supporting infrastructure and industrial growth while safeguarding water quality and ecosystems.”
Even with all those considerations, she wryly admits that change in the sector is occurring so quickly that “by the time this article is published, things will have changed [again].” In the face of it, she believes in holding tight to your organization’s mission, and ensuring that when making decisions, you are considering “public safety, transparency… equity… and environmental impact.”
Benefits of Cultivating an Ethical Organization
One of the most significant benefits of cultivating a workplace culture that prioritizes ethics is empowering everyone in the organization to have a voice. Solanki notes that this “builds trust and credibility, promotes a positive culture, [and] enhances employee engagement and morale.” When leaders actively model the policies in place, it reinforces the sincerity and reliability of those policies to their teams.
Additionally, Solanki points out that organizations focused on ethical policy and decision-making are better positioned to reduce both legal and reputational risks—an important step toward long-term sustainability. A sustainable organization is one that members and stakeholders can trust.
Promoting a values-driven approach also fosters communication, curiosity, and mutual respect. During her presentation on water industry ethics at the Iowa Water Environment Association Conference, Solanki addressed questions about the changing water sector and offered guidance on the ethical challenges currently facing utilities. By initiating a conversation grounded in the real-world experiences of plant managers, operators, and other utility workers, she was able to work through ethical concerns with her audience in real time.
Providing a dedicated space like this in your workplace for your team to ask questions and address concerns not only encourages more open communication but also enables them to check in with each other, opens the door for new dialogues, and allows for “creative problem-solving.” This stimulates more adaptability and innovation among your team when issues arise.
Ethical Organizations: A Continuous Journey
When it comes to taking the first step toward building an organization that prioritizes ethics, Solanki lightheartedly suggests that leaders give her organization a call—and given her expertise, it’s easy to see why. But she quickly turns serious, emphasizing that ethical leadership should begin with a close examination of an organization’s Belief Systems. Leaders must honestly evaluate how their Vision, Mission, and Values are serving the organization and its stakeholders. As she explains, this “sets the tone from the top and provides a shared understanding of expected behaviors.” From there, it becomes a matter of clearly articulating core principles, communicating them widely, and modeling the behavior you want to see throughout the organization.
Solanki’s Final Word: A Call to Reflect, Act, and Lead Ethically
For Solanki, ethics is a daily consideration woven into every aspect of her life. Her passion for ethical leadership drives her to guide organizations as they navigate complex moral questions and responsibilities. At the heart of her work, Solanki hopes to leave audiences with a renewed sense of purpose.
“My goal is to inspire a commitment to accountability and to foster environments where open dialogue and diverse perspectives are valued. Ultimately, I want my work to reinforce that ethical leadership is not just a standard to uphold, but an important and continuous journey—one that builds trust, encourages responsible decision-making, and promotes positive change within organizations and communities.”
About the Interviewee: Kalpna Solanki serves as the Interim President and CEO of GAMECHANGERS Inc., a firm that collaborates with organizations in the nonprofit and government sectors to provide strategic planning, board governance, and capacity building services.
Her qualifications include a Bachelor of Science and a Master of Business Administration from Simon Fraser University, a Diploma in Environmental Health from the British Columbia Institute of Technology, and is a certified Water Professional. She has also holds a Certificate in Strategy from Harvard Business School.
Kalpna is a committed volunteer with more than 20 years of board experience, and currently sits on her 13th board as a Trustee with the Water Environment Federation. In her spare time, she enjoys outdoor activities such as kayaking, diving, cycling, and hiking with her dogs, and she spends winters on the slopes of beautiful British Columbia.
