Leadership and Career

It may come as a surprise, but “ethics” has a negative connotation for many in a business context. Similarly, the compliance profession is often viewed negatively, as impinging on employees’ freedom. But those of us on the inside have an entirely different perspective, thinking of compliance as synonymous with integrity. Is it time, then, to rebrand the profession?

Companies with a strong culture of ethics have a real competitive edge in the marketplace. Often these organizations outperform the competition in productivity while also enjoying a lower rate of employee misconduct. Culture may be difficult to measure, but CCOs should focus on continually improving the corporate culture – it’s the company’s most important control.

Change is not only inevitable, for businesses, it’s mandatory. “Adapt or perish,” as H.G. Wells wrote. And the early adopters, those quickest to adapt, are most likely to survive. But recognizing a sea change early isn’t always easy. It’s incumbent on the executive leadership team and board of directors to understand and address risks as they emerge.

The foundation of an ethical culture is trust and integrity. Employees are proud to work for organizations that prize trust and integrity. When senior leaders act in ways that are contrary to these values, employees’ belief in the company’s integrity plummets. The importance of tone at the top can’t be underestimated; failings in this regard are disastrous.

The vast majority of board candidates are self-appointed leaders – those who have created a high level of visibility for themselves, directed efforts to achieve superior results and created learning opportunities for themselves to advance their expertise and position themselves for advancement. Here are a few tips to help board candidates as they seek appointments.

“Collaboration, not Subordination” Captive compliance programs are hamstrung programs. Compliance officers who enjoy independence and are able to collaborate with legal, HR and other key business teams… they’ll be far more effective. We’ve long discussed the need for compliance officers to have a seat at the table. It’s time for businesses to graduate to Compliance 2.0. By: Donna Boehme I...

Leadership at Wells Fargo have learned a hard lesson at a very dear price; when poorly executed, incentives can cause employees to act unethically. It’s also been made clear throughout history that the threat of punishment isn’t hugely effective in deterring bad behavior. So what’s the most effective way to motivate employees? It comes from within.

The 2016 Rio Olympic Games presented a timely view of the immense impact corruption can have on not only a country’s government, but on their economy as well. A world event hosted by a country amid the impeachment of their President and the largest corruption scandal the country has faced – each offer unique lessons to be learned as we...

Pro-employee regulations have been a hot topic on the campaign trail this year, and employees are slowly being granted more rights and better working conditions. It’s a welcome development, but the changes pose unique challenges for midsize employers. Namely’s technology can help with that. The company’s VP of Legal and Compliance tells us how.

In today’s regulatory climate, the Chief Compliance Officer faces increased personal liability. Asking due diligence question in a job interview helps manage risk before Day One on the job...

In order to build and maintain a strong ethics and compliance function, top leadership needs to check in periodically with the head of compliance – and ask the hard questions. While the answers to some of their questions may be tough pills to swallow, awareness of an issue is necessary if improvement is ever to happen. Start the conversation with...

Once the European Union’s General Data Protection Regulation (GDPR) goes into effect, it will have an impact on U.S. multinational employers. Littler Mendelson’s Philip Gordon discusses what U.S. multinational employers need to know in order to comply with the GDPR.