As a business ethics keynote speaker and business ethics consultant, I am often baffled by the numbers of executive leaders who love to throw around the term “Good Ethics” without ever defining what it means. When pressed, they often answer the questioner a bit flippantly: “Well, if you don’t know, perhaps that’s the problem.”
Truth is, Ethics is rarely defined
Ethical behavior, especially as it applies to a business entity, is not as easy to define as executives might believe. And, unfortunately, trying to find the definition can lead to discomfort when certain areas that have been neglected strike a little too close to home.
For example (and to be blunt) when executive leaders used to expound on good business ethics, serious questions raised in regard to sexual harassment, gender discrimination, equity and LGTQ rights were often skirted or tabled.
In viewing topline elements of an ethical workplace, as a business ethics keynote speaker, author and business ethics consultant it is essential to be honest, open and committed to improvement.
To that end, I would like to put forward ethical elements that should be included in any corporate mindset whether your “company” is a major teaching hospital, a basketball team or a Falafel stand.
What should we expect from an ethical company?
Start with the simple truths
The simplest place to start is to remember there is no “them and us.” Ethical behavior affects everyone or no one. The CFO who demands ethical behavior from a junior accountant must be as demanding of the controller or themselves. Some would say that ethics should dictate how everyone should live a good life; it also applies within an organization. An honest transaction in an outside of work exchange should be equally applied inside the building. It is a matter of right and wrong.
Truth is that ethical practices must have a sense of morality. Note that I am not introducing spirituality (though I am not against that idea in this context). It is more appropriately linked to foolishness or illogic. If you are in a boardroom with 20 others debating the illegal marketing of opioids, there should be no debate.
Ethical behavior, therefore, should offer any organization with a logical road map. If governance (as it should be) is critical to a publicly-traded company, the map should celebrate an ascendency to greater honesty and transparency.
If there is a disagreement between departments or in the “C-Suite” as to what is the best course of action should be taken, the ethical roadmap must be clear on such issues. For example, several industries have been rocked by bribery scandals. Bribery is a behavior that must be discouraged despite a mindset among some that “everybody does it.” Unfortunately, when bribery comes back around to bite, the consequences are always more severe than the initial lure of what sales or advantages bribery could yield.
No one has the ethical response
One great thing about organizations devoted to good ethics is that the floor, so-to-speak, is opened to debate. In discussing a situation openly and ethically, we get to the best answer, often realizing there are many good possibilities and outcomes and also seeing a number of poor outcomes. No one has the immediate ethical response, but everyone can have input in order to forge the most ethical decision.
At the end-of-the-day, good ethics within an organization must be inclusive. “What is good for you, must also be good for me.”
All of the ugly debates regarding DEI initiatives were borne out of exclusion, not inclusion. If employees see the other within themselves, everyone wins. As such, good ethics celebrate the collection of everyone in the organization. It is a matter of respect and not name calling or hurt feelings. If the collection, as I put it, aspires to do the greatest ethical good, the outcomes will usually be good.
For example, if disability is ethically celebrated and accommodated, the organization may well hire great minds and great creativity that less ethical organizations may have overlooked. Who wins? Always the more inclusive. It is ethically good to do so.
Stop looking for THE answer
In unethical organizations, most right and wrong debates have far too often ended with someone in authority pounding on a table and saying “I’ve concluded this is the best answer to our problems!” As a business ethics keynote speaker and business ethics consultant I must re-affirm that believing in the “best answer” is a road that can lead to huge problems.
Far better to reach the most logical and ethical conclusion or decision if you prefer. In that shift of corporate vision, the group and not a single individual department or executive leader has all of the power. When the group buys-in on the best ethical choice it is an empowering and strong conclusion. We should expect no less from an ethical company.
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