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COMMUNICATION
IS KEY
We are now in a “we get it” climate.
Not only are employees recognizing
their accountability and resulting
vulnerability in the workplace today,
but employers are acknowledging the
same as well. In fact, astute management
has embraced the ethical
conversation, put action in motion,
and continue to work diligently to
establish and maintain The Ethical
Workplace. Why? Because the ethical
offi ce is a signifi cant competitive
advantage. Management and employees
realize that the double or triple
bottom line (as ethics are sometimes
referred to) relates directly to
healthy profi ts.
As a result, ethical cultures have
successfully gone “live” in workplaces
everywhere and both employees
and management have embraced its
characteristics wholeheartedly. I call
them the “three c’s” of the ethical
workplace.
Conscience
A corporate conscience is accomplished
by establishing an agreed-upon
and documented Code of Ethics,
Code of Conduct, and/or a Mission
Statement that articulates the
company’s values and standards for
acceptable and unacceptable behavior.
These should not be the windowdressing
variety to be just framed,
put on the website, or hung on a wall.
The corporate conscience emanates
from, and is modeled by, senior management.
As a dynamic, living part
of the organization’s culture, these
statements of principles and values
inspire employees—at all levels of
responsibility—to strive to “do the
right thing” when making decisions.
Commitment
Hold yourself and each other personally
responsible and accountable
for the company’s standards. People
working in an ethical offi ce believe
they have a right and an obligation
to their colleagues, both management
and coworkers, to uphold
their organization’s principles. The
commitment to principles and
values is matched by a commitment
to bring out the best in each other.
Organizations don’t fail because they
are too rigorous about doing the
right thing or forget how to think
and act ethically; they fail because
they lose their commitments, and
that happens when senior management
fails to be the ethical standard
bearer.
Communication
Ongoing honest communication
around ethical issues creates trust,
fairness, and an expectation that
employees will live up to the company’s
established principles and
values. In this kind of corporate
culture, discussions about “what’s
the right thing to do” are routine.
Challenging someone if they step
over the line is a common occurrence,
and it’s done in a way that is
nonjudgmental, simply seeking a better
way. Communication about ethics
officePRO 21
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