Ethics

There are a number of reasons an employee might resort to bribery – some are out of the company’s control, but some aren’t. If your organization has had an issue with corruption, the problem could be corporate culture. Then again, ignorance can’t be ruled out as a cause. Of course, neither case is excusable, as both are preventable.

It can be instructive to pore over past corporate scandals and infamous ethical lapses, but the more productive course of action is building and maintaining a strong culture of ethics and compliance. A chief compliance officer’s role here is critical, but this is a feat he can’t accomplish alone. Senior leaders and middle manager have to be on board, too.

Incentives are having a significant and now measurable impact on corporate conduct and individual ethical behavior. Is it time for a mine sweep?

The outrageous price gouging of Mylan’s Epi{en is a classic example of a business’s false public face masking corporate greed. That it’s unethical is no question. Rather than executives looking out for their own best interests, they should be watching out for the best interests and well-being of their employees, customers and the public – it’s entirely possible to do...

Businesses that gain a reputation for unethical conduct don’t survive long. Leadership must remain watchful to ensure its practices reflect its code of conduct and that management “walks the talk” so as to foster a culture of compliance throughout the organization. Here, Jim DeLoach provides several indicators that could point to a flagging ethics program.

For years, there has been talk about the need for organizations to adopt a “culture of compliance” where following the rules means embracing the spirit of them. We offer some real world ways to “bake” compliance into your organization to ensure employees do what's expected, and what's right, even when nobody is looking.

The temptation can be great to turn a blind eye to unethical practices (or to knowingly do wrong yourself) when you’re not likely to get caught. These situations are the true test of a person’s character, though. Acting ethically and with integrity is always the right way to go. Beware the morally gray areas.

It’s essential for corporate leaders to instill and maintain a commitment to ethical practices. However difficult it may be to pin a value on business ethics, the connection between culture, reputation and profitability is undeniable. Yes, financial success is important, but not to the exclusion of integrity. Once lost, consumer trust is very hard to gain back.

Are you the “good” leader? Are you the rules and regulations leader? Are you the leader that rewards people for doing things? Author Frank Bucaro is a leading crusader-- speaking, training and writing-- on the benefits of ethics. He is a Certified Speaking Professional (CSP) and has been inducted into the Council of Peers Award for Excellence (CPAE) Speaker Hall...

When instances of corruption and cronyism come to light, it’s easy to point fingers and cluck our tongues at the guilty parties. What’s more difficult is looking inward at our own corporate motivations and business practices and uprooting the malicious or purposefully negligent behaviors therein. What harm are we doing on the long-term in the name of short-term gains?

The cost of failed leadership and a lack of moral awareness is measured not just in monetary terms, but in morale and productivity as well. When a leader’s actions are out of whack with corporate values, there’s a price to pay. Rather than pay that price, wouldn’t it be better to correct the issue?

As satisfying as it may feel to point fingers when something goes wrong, finding a scapegoat only serves to focus a group's frustration; it does nothing to solve the underlying problem. Visit a boardroom in the wake of a corporate scandal or tune in to virtually any political discussion and you'll find the blame game isn't an exercise unique to...