| Business ethics are an almost daily topic in the news, in | | | | where people will make the right choices, even when |
| business schools, in the workplace and in our homes. I | | | | those choices are difficult, inconvenient, or adverse to |
| pay close attention to business ethics and what is | | | | the short-term interests of the individual or company. |
| written about them in my daily life as a strategic | | | | 6. Preserve an ethical culture that perpetuates ethics. |
| thinking, planning and business coach. I am still | | | | Consistent compliance with a strong code of ethical |
| astounded at the remarks of major corporations a | | | | conduct will be a major stimulus to having ethics |
| few years ago when they said they "waived or | | | | become self-perpetuating. A reversal of behaviors will |
| suspended" the ethics code or requirements. I am still | | | | also occur in that those who speak out against |
| at a total loss at how anyone can "suspend or waive" | | | | unethical behavior will be the majority, instead of the |
| ethics. | | | | majority being those who simply ignore and do nothing |
| While I may not be able to explain the suspension or | | | | when they observe unethical behavior. A true ethical |
| waiving of ethics, I do hope to provide some solid | | | | culture will evolve into a self-regulating basis on a |
| advice on what business and other organizations need | | | | peer-to-peer level. |
| to do today to present, preserve and promote ethics in | | | | 7. Promote ethics and their benefits. Too many |
| their organizations. Here are ten action items I would | | | | companies will always look at the cost of something, |
| recommend: | | | | without looking at the benefits. The same goes for |
| 1. Present ethical behavior as a requirement, not an | | | | ethics. Too many companies sadly will only look at |
| option. Major business corporations are standing trial, | | | | embracing and enforcing a code of ethics in terms of |
| literally and figuratively, for very strong violations of | | | | what it costs, rather than the benefits it will gain. Ethical |
| ethics. Acting unethically means that eventually you will | | | | behavior and a culture of ethics will result in many |
| be caught. Today is a very opportune time to take | | | | benefits, including: improved employee relations, |
| advantage of the current business environment to | | | | enhanced worker productivity, positive morale and an |
| present ethical behavior as a requirement, not an | | | | enhanced company image. |
| option. | | | | 8. Promote ethics from the top. If you read Greek |
| 2. Present ethics in all daily interactions with internal and | | | | history and mythology, you may have come across a |
| external stakeholders. Unfortunately too many people | | | | well-known Greek saying that a fish rots from the |
| perceive that ethics only need to be presented to | | | | head. In today's business world, the saying is applicable. |
| "bad" companies that need to reform. Well, my | | | | The message, spoken and unspoken, from the top is |
| experience indicates just the opposite. Companies with | | | | critical to reinforcing positive, responsible, ethical |
| strong track records of ethical, responsible behavior | | | | conduct. If top executives and top executive |
| have the most to gain from a well thought out system | | | | management say one thing but do another, the |
| to assure the cultivating of ethical corporate culture. | | | | message of ethical behavior gets very confusing. Top |
| Every action by every employee in an ethical culture | | | | executives need to use their positions in the company |
| will reinforce and further the company's positive | | | | to insist on and promote ethical conduct. The top |
| reputation. | | | | executives must "walk the talk" and hold themselves |
| 3. Present the desired ethical behavior in an ethics | | | | to the same high standards of ethics they expect of |
| code of conduct. Ethical conduct of each employee | | | | others and demonstrate those high standards in |
| must become a habit of every minute of every hour | | | | everything they say and do. |
| of every day. No exceptions, no waivers and no | | | | 9. Promote a company culture where ethics is for |
| suspensions of the ethics code! | | | | everybody. Ethics is not just reserved for your |
| 4. Preserve ethics to let everyone know ethics is here | | | | management. It is for everyone, every day. Everyone |
| to stay. While there may be "newcomers" to | | | | in your company needs to be trained and persuaded |
| embracing ethics in business, ethical and responsible | | | | to act ethically. No exceptions! |
| conduct have always been the standard at many | | | | 10. Present, preserve and promote ethics by rewarding |
| companies. Even when ethical conduct may fail to | | | | ethical behavior. Develop a compensation system that |
| improve the bottom line as strongly as desired, the | | | | provides a component of benefits and rewards for |
| alternative of operating unethically is not a viable option. | | | | ethical behavior integrated with performance-based |
| This commitment will preserve and extend the | | | | incentives. People who consistently demonstrate they |
| reputation that has been earned through consistent | | | | are driven by ethical behavior need to be recognized |
| ethical conduct over time. | | | | and celebrated. There must be a clear connection |
| 5. Preserve an ethical culture that serves as a | | | | between ethical conduct and potential career |
| foundation. If you are not put to a test, then it is easy | | | | advancement. The consequences of a person's |
| to say you act ethically. However, what do you do | | | | unethical behavior need to be discussed immediately |
| when you are faced with the tough ethical decisions? | | | | and be accompanied by an alteration to their career |
| A very positive affirmation that your ethics program is | | | | advancement within the company. |
| a success is when there is an embedded culture | | | | |