The E Word: Ethics
The E Word: Ethics
The mere mention of these famous examples of ethical breaches us wince. It reminds us what we as humans are capable of. What is it that makes the internal ethical and moral compass spin out of control for some of us when we possess a combination of power and wealth? Why do some people lose sight of their ‘true north’?
For some powerful, types, there is a story they tell themselves and it’s one they start to believe over time: “I am powerful. The rules are for everyone else. I can break the rules without consequences.” Thinking the rules don’t apply to you, however, is not reserved for the powerful only. It can and does trickle down to the rank and file. Anyone can lose their way while navigating the choices for action that they confront daily.
For executives, being mindful of what is going on in your organizations from an ethical standpoint is certainly something for which you are accountable. How many of you, however, really spend the time thinking about this topic? Do you even talk about it? Do employees know where you stand with regard to what the ethical standards are? Do you think they understand what that looks like and sounds like? What are the consequences of not upholding those standards? Are you prepared to follow through on them?
How can C-level professionals ensure their staff -- at all levels -- are getting
the ethics message?
A suggested starting point: Take a look at your company's list of ethical standards and write down how you live each one. If you're not living them, chances are good others aren't either. Ask yourself if you understand and buy-in to the stated ethics. Are you clear about your own? Then ask if everyone else is getting the message? There are a few ways to do this:
• Survey-ask questions about the ethical standards and see what you get back.
• Talk to H/R and ask what types of complaints from employees have come to them that run to ethical breeches or potential ones. You don't need names; you just need to know the nature of the complaints/issues.
• Talk to your immediate executive team and ask specifically what they have done to cascade the message.
How do you (the executive) deliver the ethics message? What tools, strategies
are out there?
Putting in on the walls in framed posters is nice but really doesn’t cut it. Think C- level. C= COMMUNICATE. Use all the media that is available to do so be it via "townhall" meetings, emails, podcasts, webinars, texting, etc. The townhall is a great idea so that you reach the most people who all hear the same message from the top of the house. Make sure your immediate team gets it by meeting with them and having them tell you what their take is on the ethics message. Most of all, give specific examples. Leaders tend to be the types who speak in metaphors. That's fine but there are those in your audience who don't get metaphoric language. They need specifics. You don't want your ethical standards to be open for interpretation. Also, make sure what you say has teeth. If anyone breeches the standard of ethics there must be consequences.
What are the top mistakes executives make when it comes to ethics?
• Protecting those who breech the ethical code. Regardless of who it is or what title they have, the hammer must come down on anyone who crosses that line so that the message is clear. To the extent that you can, make the breech public without names of course. This starts to put specificity and meaning to your commitment to your stated ethics and makes it real.
• Excluding yourself from living by the stated ethics. Walk the talk or you will lose your credibility and be place on the heap of leaders who just talk the talk. Model the ethical behavior you expect from others and own up to your mistakes in judgment when you make them.
• Thinking ethics can take a back seat to all other initiatives-Make no mistake, your ethics should be the framework across which your business strategy and execution plans should be stretched and anchored. How you sell, hire, handle finances, deal with customers, create product offerings, market...all of it. Use them as a barometer to make decisions you're not sure of. Ask: Does this idea or decision uphold our ethical stance? If the answer is no, keep working on it.
What helps create an unethical environment?
Simply put, people who are allowed to get away with unethical behavior. This is enabled by managers up and down the line who are out of touch with their teams as well as C-suite executives who are disconnected from this aspect of their business and solely focused on the bottomline and marketshare. Both of those are vitally important. At the same time, I think we have seen how quickly a bottomline can disappear when ethical standards are abandoned.
What keeps that unethical environment thriving and why?
• Rewarding behavior that runs counter to the culture you're trying to create or that should be created in any organization that wants to stay healthy. Protecting the "sacred cows" of the organization e.g. top sales people who abuse the internal staff and use their power as a sling blade sometimes even threatening their superiors.
• Putting the ends way ahead of the means as to how you achieve your goals.
• Making it profitable to operate in unethical ways.
Some action steps to consider…
1. Think about how your stated ethics should show up in people who work for you? What would be in evidence that would tell you people get the message? What would that look like? Sound like?
2. Pay attention to who you hire and whom you promote. On board people at all levels properly. Start them off on the right foot.
3. Communicate consistently, frequently, clearly and candidly
4. Pay attention. Period.
5. Dare to have an ethics survey done which includes all employees.
6. Sit down in the company lunch room, roll up your sleeves and talk to people. Listen to what they say without judgment.
A final word…
You can’t go wrong investing time in creating a culture around doing the right thing. Your employees, your customers, your shareholders and your reputation depend on it.
The E Word Ethics - To learn more about this author, visit Karla Robertson's Website.
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Elliott Spitzer. Bernard Madoff. Barry Bonds. Marion Jones. The list goes on…
The mere mention of these famous examples of ethical breaches us wince. It reminds us what we as humans are capable of. What is it that makes the internal ethical and moral compass spin out of control for some of us when we possess a combination of power and wealth? Why do some people lose sight of their ‘true north’?
For some powerful, types, there is a story they tell themselves and it’s one they start to believe over time: “I am powerful. The rules are for everyone else. I can break the rules without consequences.” Thinking the rules don’t apply to you, however, is not reserved for the powerful only. It can and does trickle down to the rank and file. Anyone can lose their way while navigating the choices for action that they confront daily.
For executives, being mindful of what is going on in your organizations from an ethical standpoint is certainly something for which you are accountable. How many of you, however, really spend the time thinking about this topic? Do you even talk about it? Do employees know where you stand with regard to what the ethical standards are? Do you think they understand what that looks like and sounds like? What are the consequences of not upholding those standards? Are you prepared to follow through on them?
How can C-level professionals ensure their staff -- at all levels -- are getting
the ethics message?
A suggested starting point: Take a look at your company's list of ethical standards and write down how you live each one. If you're not living them, chances are good others aren't either. Ask yourself if you understand and buy-in to the stated ethics. Are you clear about your own? Then ask if everyone else is getting the message? There are a few ways to do this:
• Survey-ask questions about the ethical standards and see what you get back.
• Talk to H/R and ask what types of complaints from employees have come to them that run to ethical breeches or potential ones. You don't need names; you just need to know the nature of the complaints/issues.
• Talk to your immediate executive team and ask specifically what they have done to cascade the message.
How do you (the executive) deliver the ethics message? What tools, strategies
are out there?
Putting in on the walls in framed posters is nice but really doesn’t cut it. Think C- level. C= COMMUNICATE. Use all the media that is available to do so be it via "townhall" meetings, emails, podcasts, webinars, texting, etc. The townhall is a great idea so that you reach the most people who all hear the same message from the top of the house. Make sure your immediate team gets it by meeting with them and having them tell you what their take is on the ethics message. Most of all, give specific examples. Leaders tend to be the types who speak in metaphors. That's fine but there are those in your audience who don't get metaphoric language. They need specifics. You don't want your ethical standards to be open for interpretation. Also, make sure what you say has teeth. If anyone breeches the standard of ethics there must be consequences.
What are the top mistakes executives make when it comes to ethics?
• Protecting those who breech the ethical code. Regardless of who it is or what title they have, the hammer must come down on anyone who crosses that line so that the message is clear. To the extent that you can, make the breech public without names of course. This starts to put specificity and meaning to your commitment to your stated ethics and makes it real.
• Excluding yourself from living by the stated ethics. Walk the talk or you will lose your credibility and be place on the heap of leaders who just talk the talk. Model the ethical behavior you expect from others and own up to your mistakes in judgment when you make them.
• Thinking ethics can take a back seat to all other initiatives-Make no mistake, your ethics should be the framework across which your business strategy and execution plans should be stretched and anchored. How you sell, hire, handle finances, deal with customers, create product offerings, market...all of it. Use them as a barometer to make decisions you're not sure of. Ask: Does this idea or decision uphold our ethical stance? If the answer is no, keep working on it.
What helps create an unethical environment?
Simply put, people who are allowed to get away with unethical behavior. This is enabled by managers up and down the line who are out of touch with their teams as well as C-suite executives who are disconnected from this aspect of their business and solely focused on the bottomline and marketshare. Both of those are vitally important. At the same time, I think we have seen how quickly a bottomline can disappear when ethical standards are abandoned.
What keeps that unethical environment thriving and why?
• Rewarding behavior that runs counter to the culture you're trying to create or that should be created in any organization that wants to stay healthy. Protecting the "sacred cows" of the organization e.g. top sales people who abuse the internal staff and use their power as a sling blade sometimes even threatening their superiors.
• Putting the ends way ahead of the means as to how you achieve your goals.
• Making it profitable to operate in unethical ways.
Some action steps to consider…
1. Think about how your stated ethics should show up in people who work for you? What would be in evidence that would tell you people get the message? What would that look like? Sound like?
2. Pay attention to who you hire and whom you promote. On board people at all levels properly. Start them off on the right foot.
3. Communicate consistently, frequently, clearly and candidly
4. Pay attention. Period.
5. Dare to have an ethics survey done which includes all employees.
6. Sit down in the company lunch room, roll up your sleeves and talk to people. Listen to what they say without judgment.
A final word…
You can’t go wrong investing time in creating a culture around doing the right thing. Your employees, your customers, your shareholders and your reputation depend on it.
The E Word Ethics - To learn more about this author, visit Karla Robertson's Website.
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Karla Robertson Video - Karla Robertson has been guiding executives to drive change, improve their leadership, and build great teams for 10 years. Before becoming an executive coach, Karla spent over 10 years in sales where she was ranked #1 in the country for six consecutive years at one of America's largest mortgage companies. At this company, she also breathed new life into existing programs through innovation and expert implementation. She then shifted industries and achieved similar results as a sales executive with a pharmacy benefit management company. She initiated a task force and led a team to recraft and implement a new sales process. Using the new approach, Karla was the driving force that boosted sales and reclaimed this company's place as a dominant entity in their industry.
Karla has been a corporate coach, working with executives and their teams, since 1999. She is a professional certified coach, holds a B.S. in psychology and marketing, and is a Myers-Briggs MBTI® Master Practitioner. She is thought-provoking speaker, and motivational force as an executive coach and meeting facilitator. She is an active volunteer for The Make-A-Wish Foundation of NJ and an active board member of the New Jersey Professional Coaches Association.
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