I recently went one-on-one with Meta executive Andrew C.M. Cooper. Andrew is the author of the new book The Ethical Imperative: Leading with Conscience to Shape the Future of Business.

Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?

Andrew: Improbably. Raj Chetty noted that children born into the bottom 20% of the income distribution have only a 7.5% chance of reaching the top 20% as adults in the United States. That statistic is not just a number to me; it’s a reflection of my life. Inequality is the defining challenge of our generation, reinforcing so many social ills. From college admissions that give advantages to legacy applicants to visa programs that uniquely prioritize the wealthy, the system often favors those with pre-existing connections. I saw this firsthand as someone with no traditionally construed advantages. As a first-generation college graduate, first-generation lawyer, and first-generation corporate executive, navigating spaces where relationships often outweighed merit was a constant challenge.

This experience deeply influenced the skills I chose to focus on—upskilling my marketing abilities, sharpening my research skills, and developing meaningful relationships. While these are important for anyone seeking success, the necessity for them was magnified in my case. Successful organizations often build around relationships, which can lead to groupthink and the reinforcement of archetypal personalities. Breaking into these spaces required not just competence but the ability to navigate and reshape the status quo.

Growing up in a small, economically struggling town in South Carolina, the odds were stacked against me. My cousin, Meme, who lived in the same community, wasn’t as fortunate. Her life was cut tragically short, a victim of systemic failures that left so many behind. Her story, which I share in my book, The Ethical Imperative, is a reminder of the harsh realities that many face when society fails to provide the necessary support.

But for me, these experiences—living in a single-wide trailer, attending underfunded schools, and witnessing the struggles of my community—became the fuel for my ambition. I knew early on that if I wanted a different life, I had to fight for it. Along my career journey, I earned the requisite credentials, became the youngest General Counsel of an American airline, and eventually joined the corporate leadership team at UPS Airlines during the COVID pandemic, helping to ensure the success of Operation Warp Speed to get vaccines and therapeutics to over 1 billion people during the crisis.

Failures and setbacks were constant companions. There were times when I questioned whether I was on the right path. I’ve been overlooked in elite circles because I didn’t go to the right schools or know the right people. But each setback was a lesson toward growth. These experiences, combined with the guidance of mentors like Dinisa Folmar and Leonard Searcy, who exemplified ethical leadership, shaped who I am today.

In your experience, why is ethics so important to effective leadership?

Andrew: Ethics is the why and how of leadership—it is the foundation that guides decisions and actions, especially in challenging times. Unfortunately, the conversation around leadership has often sidelined ethics because profit, which is the object we all strive to obtain, is not inherently influenced by the questions of why or how we achieve it. As a result, many leaders have chosen to forgo ethical considerations, using any means necessary to secure profit. In his famous 1970 essay in The New York Times Magazine, Milton Friedman proclaimed, "The social responsibility of business is to increase its profits," and ever since, there has been an insatiable appetite for leaders to take the shortest route to that end.

Profit itself is neither ethical nor unethical—it simply is. However, the methods we use to obtain profit have real-world impacts on people and communities. In my book, I refer to these as “forgotten towns and forgotten people,” which are also the titles of the first two chapters. The impacts of how profit is pursued can be either positive or negative. Since the impact of profit has a character, we must be consumed with ensuring our work produces good outcomes. Why? Because negative outcomes harm others, including businesses—an immoral result.

So, effective leadership and ethics are deeply intertwined. To be effective in producing profit, a leader must use the most sustainable path to achieve it. This includes caring for employees, communities, and the global marketplace. Leaders like Dinisa Folmar and Leonard Searcy, who prioritized the well-being of others above their own ambitions, taught me that true leadership is about making decisions that are not just beneficial in the short term but are right in the long term. Ethics ensures that decisions are made with integrity, fairness, and a deep sense of responsibility for their impact on people. It’s about recognizing that every decision has a ripple effect on people’s lives and making sure those ripples are positive, even if the immediate path is more difficult.

Adam: What do you hope readers take away from your new book?

Andrew: I hope readers take away a sense of hope for the future and a determination to use business as a tool for greater prosperity. I have two objectives for this book. First, to influence new generations to view business as a transformative force for positive change rather than an immovable obstruction to progress. And second, to influence business leaders to think conscientiously about a corporation’s role in local communities and our broader society. The Ethical Imperative is a call to action for young leaders not to give up, even when the world seems slow, traditional, and resistant to change. We are on the cusp of significant societal transformation, and it’s easy to feel discouraged by the enormity of the challenges we face. But I want readers to understand that real change is possible when we commit to ethical, agile leadership.

Consider the impact of young leaders like Jacinda Ardern, who led New Zealand through the COVID-19 pandemic as one of the youngest prime ministers in the world, or Elijah McCoy, who revolutionized locomotion at a young age. These leaders, whom I discuss in my book, demonstrate the importance of emerging leaders in driving positive change.

Our organizations are often too slow and inflexible to leverage the benefits that emerging leaders offer. As generations trade places in the workplace, we should never over-index on tradition when talent is staring us in the face. The book is also a reminder that leadership is not about holding power indefinitely; it’s about knowing when to step back, empower others, and create a legacy that endures beyond our tenure. I share stories from my own life and career to illustrate that the path to meaningful leadership is often filled with obstacles, but those obstacles are what shape us into leaders who can make a real difference.

Adam: What do you believe are the defining qualities of an effective leader?

Andrew: I recently saw one of the greatest examples of leadership effectiveness in President Joe Biden’s decision to pass the torch to his Vice President, a much younger female politico. Politicians rarely make such monumental decisions, but when they do, it becomes a defining moment in history, similar to Washington’s decision to step down after two terms, which set a precedent for future leaders.

An effective leader must possess the ability to empower others. Leadership is not about being the smartest person in the room or the one who makes all the decisions; it’s about recognizing the strengths of others and creating an environment where those strengths can flourish. It’s about knowing when to step aside and let others lead, understanding that doing so does not diminish your leadership but rather enhances it.

Adaptability is another defining quality. The world is changing rapidly, and leaders who are rigid in their thinking or slow to adapt will be left behind. An effective leader must be agile, able to pivot quickly when circumstances change, and open to new ideas and perspectives.

Effective leaders demonstrate integrity. A leader’s word must be their bond. People need to trust that their leader will do the right thing, even when no one is watching. This trust is the foundation upon which all other leadership qualities are built. Going back to the Biden example, in 2020, the President vowed to be a "bridge" to a new "generation of leaders," and he kept his word. I hope to build up leaders in corporate America for whom this form of integrity is not surprisingly refreshing, but rather conventional.

Adam: How can leaders and aspiring leaders take their leadership skills to the next level?

Andrew: To take your leadership skills to the next level, focus on three key areas: self-awareness, continuous learning, and community investment.

First, take time to reflect on your strengths and weaknesses, and don’t be afraid to seek feedback from others. Understanding how you are perceived and where you can improve is the first step toward becoming a more effective leader. Self-awareness is crucial.

Second, commit to continuous learning. The world is changing at an unprecedented pace, and the skills that made you successful yesterday may not be enough tomorrow. Stay curious, seek out new knowledge, and be willing to unlearn old habits that no longer serve you.

Finally, invest in your community. Leadership is not just about what you do within your organization; it’s about the impact you have on the broader community. When I led the legal, regulatory, and communications teams at UPS Airlines, we made it a point to engage in service-oriented activities regularly for local charities in the Louisville area. The Airline’s flagship effort, called the Metropolitan College program, provides full tuition scholarships to qualifying employees. Hundreds of students received an education on the company’s dime. It was an integral part of our culture. Engage with your community, understand their needs, and find ways to contribute meaningfully. This not only enhances your leadership but also ensures that you are making a positive impact on the world around you.

Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?

Andrew:

1. Cultivate Trust: Trust is the foundation of any successful organization. Just as the great oaks of ancient forests require strong roots, so too does a thriving organization require a deep foundation of trust. Invest in your people, listen to them, and create an environment where they feel safe and valued.

2. Embrace the Pivot: The pace of change today is relentless, and the ability to adapt quickly is critical to success. Don’t be afraid to pivot when necessary, and encourage your team to do the same. In the game of chess, sometimes the most strategic move is a well-timed pivot, leading to unexpected victories.

3. Anchor in Integrity: Your reputation is one of your most valuable assets. Make decisions with integrity, even when it’s difficult. Like a ship's anchor in a storm, integrity will keep you grounded and provide stability, no matter how rough the seas.

Adam: What is your best advice on building, leading, and managing teams?

Andrew: A study by Paul J. Zak published in Harvard Business Review found that employees at high-trust companies report 74% less stress, 106% more energy at work, and 50% higher productivity compared to those at low-trust companies. These figures are more than just statistics—they’re a testament to the power of trust in building effective teams.

The best advice I can give on building, leading, and managing teams is to focus on creating a culture of trust. Trust is the foundation of any successful team. It allows people to take risks, share ideas, and work together toward common goals.

As a leader, you need to model trust by being transparent, reliable, and supportive. Trust encourages open communication and creates opportunities for your team members to collaborate effectively. When people feel valued and trusted, they are more engaged and motivated to do their best work.

Adam: What is the single best piece of advice you have ever received?

Andrew: The single best piece of advice I’ve ever received comes from Vernon Johns, the former pastor of Dexter Avenue Baptist Church, who once said, “If you see a good fight, get in it.” This advice has resonated with me throughout my life and career.

This mindset is about not shying away from challenges or conflicts when they arise, especially when they involve standing up for what is right. It’s about being willing to engage, to make noise, to get into what Congressman John Lewis called “good trouble.” This approach has guided me in my work, reminding me that leadership often requires stepping into the fray to fight for justice, equity, and the well-being of others.

At Meta, we say, “embrace awkward conversations.” Both ideas are anchored in the belief that out of meaningful and honest conflict come stronger results and better people. Leaders can’t fear conflict. We must embrace it.

Adam: Is there anything else you would like to share?

Andrew: Leadership is not a destination; it’s a path. There is always more to learn, more to achieve, and more ways to grow. And it’s one that we must walk with purpose, integrity, and a relentless commitment to doing what is right. Bring your entire self along for the journey—complete with baggage, culture, and overcome challenges. The scars are what make us better leaders, and I hope that The Ethical Imperative serves as both a guide and an inspiration for those who are on this journey and that together, we can create a future that is just, equitable, and full of possibility.


Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.

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