workplace ethics: how to keep your job without...

May 22-25, 2016 Los Angeles Convention Center Los Angeles, California

Workplace Ethics: How to Keep

Your Job Without Losing Your

Integrity

Presented by

Nan DeMars

LI36

5/25/2016

3:00 PM - 4:15 PM

The handouts and presentations attached are copyright and trademark

protected and provided for individual use only.

1

WORKPLACE ETHICS:

HOW TO KEEP YOUR JOB

WITHOUT LOSING YOUR

INTEGRITY!!

Nan DeMars

Workplace Ethicist

What is the difference between –

What is the difference between -

Business Ethics and –

Workplace Ethics?

Big Picture Decisions

Versus

Small Picture Choices

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Definition of Ethics - -

A Set of Moral Principles and Values

Standard of Right Behavior by One’s

Own Conscience

Principles by Which We Live Our

Lives

Good Old Webster

Ethics Are …

What You Do and Who You Are

It’s Kind of Like Honesty in Action

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0%

10%

20%

30%

40%

50%

60%

70%

80%

Will Do the RightThing

It Depends on theCircumstances

Will Do the WrongThing

Office Professionals Today Are Positioned

Squarely in the Ethical Crossfire of

Business Activities.

A Workplace Affair…

1. Stay out of it –

2. Don’t be judgmental –

3. Only take a stand when they draw YOU

into it –

4

…Integrity in the workplace is

defined as……a culture that

fosters mutual respect, trust

and honest communication

among coworkers, customers

and vendors…

When hiring a new

employee…..

“…look for these three qualities: integrity,

intelligence, and energy.

BUT…if he or she doesn’t have the first

one…. the other two will kill you.”

Warren Buffet

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What Do You Expect Most

From Your Employees And

Your Leadership Today???

Honesty and ethics.

A value system.

Trust.

There IS a difference…

The LEGAL STANDARD – is the minimal standard. It provides you with the outer boundaries of conduct.

ETHICAL STANDARDS – are the next step up on the hirarchy of standards.

MORAL CONDUCT – implies the highest standards of conduct guided by personal principles, values and virtues.

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The Law -Tells You What You

Should Not Do.

Ethics - Tell You What You

Should Do.

Morals - Tell You What You

Should Aspire To Do.

Nan’s Top Five MYTHS….

1. “It’s not MY job to police my boss and/or co-workers.”

2. “What others do is none of my concern.”

3. “I’m the only one who sees what is going on –and, I’m the only one who cares.”

4. “I can trust my boss to always be fair (or unfair).”

5. “I have to do what I’m told to do to keep my job.”

1. What others do is none of my concern.

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Today’s Professional:

You Are An Eyes-Open Professional

With Your Own Set Of Responsibilities

– And, As Such, You Will Remain

Personally Accountable For Your Own

Actions Until You Leave Your Job.

Always Remember …

Employees Today Do Not Have The

Same Luxury Of Immunity In A Court

Of Law That Is Enjoyed By:

Attorney … Client

Physician … Patient

Psychiatrist … Patient

Clergy Person … Parishioner

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“I will never lie FOR you….

But…you should also know….

I will never lie TO you.”

Nan DeMars

All lies are intentionally

deceptive messages:

Concealing – requires that the liar withhold

information without actually saying

anything untrue.

Falsifying – is not only withholding

information but, also, presenting false

information as if it were true.

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What if you are issued an

unethical request?

1. Repeat the request back to the individual.

2. State you are “uncomfortable” with the request.

3. Say “no” and give a rock-solid reason.

4. Clearly state you “may have to be held accountable some

day”.

5. Document the entire incident.

6. IF REQUEST IS ILLEGAL….contact appropriate

personnel.

Because…

I may have to be held accountablesome day!

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Your Ethical Priority Compass

1. Take care of yourself.

2. Take care of your company.

3. Take care of your supervisor.

The Three C’s

Of The Ethical Office:

A corporate conscience, which is shared

understanding and agreement of what the

standards are for acceptable and

unacceptable behavior.

A commitment to hold yourself and each

other accountable to those standards.

An ongoing discussion or system of

communication about ethical issues.

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The NEW MEANING OF

LOYALTY TODAY…..

being committed to –

Doing The Right Thing!

1. Your PERSONAL STANDARDS.

2. Your PROFESSIONAL STANDARDS.

3. Your COMPANY’S MISSION.

4. Your SUPERVISORS THEMSELVES.

A commitment to:

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“If your boss demands loyalty,

give him your integrity. And, if

your boss demands integrity,

give him all your loyalty.”

U.S. Air Force Col. John Boyd

ADAPT….

a “fishbowl” state of mind!

The biggest threat today – of any

organization’s future security – is the fact

that their employees are living in a

DIGITAL FISHBOWL – but just don’t

realize it…..

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MIRANDA WARNING

(Excerpt)

“You have the right to remain silent…..

and…..

anything you say can – and will – be

used against you in a court of law.”

Astute organizations today – are

emphasizing to employees that –

Your employer owns ALL communications sent, received and stored – and has the right to monitor accordingly.

There is no such thing as electronic privacy – period.

The systems and equipment are for business use only.

Harassment communication of any kind is prohibited.

There is zero tolerance for any kind of risky behavior.

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“Freeze! And, call the local authorities. From

that point on, do not touch anything until

the police arrive. Then, turn your computer

over to them.”

Police Chief John Luse

St. Louis Park, MN

Potential Risks of The

Romantic Reporting

Relationship…

1. Risk to the Supervisor.

2. Risk to the Subordinate.

3. Risk to the Company.

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ONE ADDITIONAL HAZARD –

The “After The Fact Risk”…

(e.g. David Letterman)

Confidentiality and Security –

are often the lenses through

which one sees most ethical

dilemmas….

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THE GOLDEN RULE

OF CONFIDENTIALITY

Treat EVERYTHING about your job as if it is

confidential…..

Until – and unless – you are specifically told

otherwise!

Bottom Line: Error on the safe side!

Loyalty Must Not Be Confused

With The “Chattel-like” Blind

Allegiance Of The Employee

Of Yesteryear…

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…An Ethical Obligation Not To

Disclose Confidential Information

Differs From A Legal

Requirement Of Confidentiality.

“Loyalty to whomever you work for is extremely important. The only problem is –

it is not THE most important thing. And, when it comes to not admitting mistakes, or covering up or not rectifying things to save face…..that’s a problem.”

Colleen Rowley

FBI Whistleblower

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Protect your company –

and yourself…..

1. Elevator manners

2. Earshot conversations

3. Cubicle problems

4. Company parties

5. Pillow slips

6. Association meetings

7. Conferences

What Are Harassing Behaviors?

Verbal harassment - yelling, profanity, public humiliation and all other forms of demeaning or disrespectful comments and conversation.

Sexual harassment - unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature.

Physical harassment - pushing, shoving, touching, horseplay and other conduct that intimidates and/or threatens safety.

Emotional harassment - abusive or disrespectful conduct that manipulates, coerces and/or intimidates.

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Abuse in the Workplace

If it hurts….it’s abuse.

And, if it happens more than once….

it’s harassment!

An Employee Now Has The

Right To Sue And

The Obligation To Speak Up.

A Company Now Has The

Responsibility And Incentive

To Enforce Harassment

Rules.

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Consequences of IgnoringBullying Behavior….

1. You send a strong negative message.

2. Employees believe the company condones the behavior.

3. Morale hits the carpet.

4. Employees feel intimidated.

5. Productivity is diminished.

6. Retaliation could be a backlash.

7. You lose valuable employees.

8. Potential harassment lawsuit.

“There Must Be Not Only Easy

Communication From Leaders

To Constituents – But, Also,

Ample Return Communication

– Including Dissent.”

John Gardner

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Evidence of Ethics Awareness Today!.

Codes of ethics, codes of conduct, mission statements

Accountability and enforcement: making certain employees know this is not just window dressing

Expanded employee handbooks

Ethics departments and/or a designated ethics director or point person

Ethics hot lines

Ethics training (workshops, webinars and on-line)

The Seachange Today: Professions are now requiring ethics credits for re-licensure and continuing education

Employees Need….

To feel safe to express ethical concerns.

A designated person or department to

approach with their concerns.

To feel free to ask any kind of question.

To know their concerns will be taken

seriously and kept confidential.

And, the real biggie…to feel there will be

no repercussions for coming forward.

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BLIND SPOT Examples….

1. Penn State football scandal.

2. The NFL problems.

3. NASA – The Challenger and

The Columbia.

4. College students cheating.

5. The Archdiocese cover-up.

Basic Guidelines in solving

ethical dilemmas….

1. Acknowledge that people basically want

to do the right thing.

2. Always give the individual a chance first.

3. Listen objectively to all sides of the issue.

4. Focus on treating everyone the same.

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How To Refuse An Unethical

Request…

Refuse just as soon as possible.

Avoid long explanations justifying your

reasons.

Try hard not to be judgmental.

Handle everything on a professional and

confidential basis.

“You never know a

man……until you can get

under his skin….”

Atticus Finch, Attorney-at-Law

To Kill A Mockingbird

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The T.I. Ethics “Quick Test”

If you know it’s wrong – don’t do it!

If you are not sure – ask!

Keep asking until you are satisfied with the

answer.

Texas Instruments

“You Become What You Tolerate”

Goethe

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It Is Never Our Circumstances

That Shape Our Lives…

Instead, It Is What We Do About

Them That Really Matters.

Your Ethical Priority Compass

1. Take care of yourself.

2. Take care of your company.

3. Take care of your supervisor.

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Advantages Of

The Ethical Office…

Productivity

Accountability

Communication

Confidentiality

Safety

Predictability

Stability

“Reputations are like fine china –

easily broken –

and difficult to repair.”

Benjamin Franklin

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“If you have integrity, nothing else

matters. If you DON’T have

integrity, nothing else matters.”

Harvey Mackay

YOUR OPINION MATTERS!

Please take a moment now –

To evaluate this session.

Thank you!

Are we ever going to "get it"? L136

Sexual harassment in the workplace is an actionable legal offense. Period. When the University of Minnesota

(my alma mater) athletic director, Norwood Teague, resigned recently because of sexual harassment allegations, my

background as a workplace ethicist triggered me to immediately think this is not an isolated incident (it never is). This

kind of reckless behavior doesn't happen overnight. There will be a pattern and a trail; and we are now witnessing

exactly that.

Boorish, bullying behavior by any individual constitutes harassment. However, in the workplace today, it is

labeled unlawful harassment. Consequently, it is subject to litigation, costly settlements, loss of individual and

organizational reputations and even jobs. If unchecked, nobody wins.

Preventing harassment requires debunking a few workplace ethics myths. My top five:

• "It's not my job to police my boss and/or co-workers." Yes, it is! If you care about your job, your company and your

professional reputation, you should be concerned with maintaining the ethical standards of your workplace. No one

can be a professional with blinders on.

• "What others do is none of my concern." Let's get real. What others do is, and should be, of your great concern. You

work for an organization that pays you a salary, expects your best performance, and you are in a profession with

standards. You cannot afford to make the hollow statement: "It's none of my business."

• "I'm the only one who sees what is going on, and I'm the only one who cares." This is doubtful. We are never alone.

People notice and care. They are often simply waiting for someone else to be first, to be a leader. This is not being a

tattletale. You are acting on everyone's best interests.

• "I can trust my boss to always be fair (or unfair)." Wrong. Bosses are human — sometimes wise and sometimes

clueless. Generalizing how your boss thinks or acts can limit your view and leave no possibility for positive change. Step

up to the plate. You may be delightfully surprised at the reaction.

• "I have to do what I'm told to do to keep my job. I'm not rocking the boat." This is probably the most self-defeating

myth of all, not to mention the fact that it is also a cop-out. Yes, your boss has more power than you do. But, that

doesn't mean you have no power at all.

Combating harassment requires embracing responsibilities in the

workplace:

Employees

• If you experience harassment, it is your responsibility to immediately object and respond accordingly. A simple,

"Please stop — and do not ever do this again — this is harassment" may suffice. You have not only put the harasser on

point but, also, called it what it is. Think this: If it hurts, it's abuse; and, if it happens more than once, it's harassment! I

believe "Dr. Phil" gets this one right: "Being subjected to abuse changes who you are." You don't deserve this.

• If the harassment continues, it is now your obligation to take action and follow your company's reporting guidelines.

Your management needs to know about the situation to not only protect you but, also, to protect other employees

and the company itself.

• If you witness abuse in the workplace, like it or not, you are also accountable. You have the same obligation to take

action to prevent this from escalating into an explosive situation.

• And remember, in all reporting situations (for your own protection) be sure to document your actions.

Managers

• Create a culture of zero tolerance for harassing behavior. Encourage your employees to work together to maintain a

safe environment.

• Make certain your anti-harassment policy is specific and understandable. This is no place for corporatespeak. Your

employees deserve to know what behavior is not tolerated — including the consequences for misbehavior. And,

outline a clear-cut, confidential reporting procedure.

• Provide continuous online and/or in-house training for all employees (not just your managers).

• Take all complaints seriously and immediately follow up. At this point, there is no wiggle room. Once reported, you

are obligated to take action to protect your employee (even if the employee objects). By doing so, you will ultimately

protect other employees from similar trauma and your company itself from a potential lawsuit.

Finally, there's good news and bad news. Sexual harassment in the workplace is an actionable legal offense.

Period. The good news is that management today is operating under complete intolerance when it comes to

workplace harassment. We now all work in a climate whereby the law is on the side of the employee with the least

amount of power. Our environment is safer.

The bad news is that there will always be men and women who will never "get it." But, at least in the

workplace today, this kind of behavior is deemed intolerable and actionable due to an enforceable law protecting us

all.

Employees have always deserved — and should expect and demand — one simple thing in the workplace:

respect. This is no longer just common courtesy, it's the law.

Business forum: Sex@work -- Are we ever going to learn?

Don't look up and don't look down the organizational chart for love in the workplace. You're only courting

trouble. Watching the recent dust-up at the Capitol, I am struck by how far we have come and how far we still have to

go.

The ''inappropriate relationship'' between Sen. Amy Koch and her staff person is high drama because Koch is a

high-profile politician. But she is not unique. This is just another embarrassing, too-public reminder that many

supervisors still don't "get it."

The imbalance of power between a supervisor (Koch) and a subordinate makes a sexual relationship

potentially coercive, not consensual, and consequently can spell big-time trouble.

When power is abused, the distinction between a coercive and consensual relationship is virtually impossible

for the parties involved to see. Thankfully we have unambiguous, gender-blind laws against harassment of any kind at

work. People have no excuse for not knowing where the legal line is, starting with: Don't mess around with your boss

and don't mess around with your employee.

These laws are designed to protect the productivity and fairness of the work environment, not the guy or gal

at the top. In the Mad Men-esque days of old, a too-sordid affair that affected the team's performance would be made

to go away by dismissing the employee lowest on the organization chart. Not any more. Today, the angels are on the

side of the employee with the least amount of power.

Happily, these laws are working. A November 2011 ABC News/Washington Post survey reported that only one

in four U.S. women have experienced sexual harassment at work, down from one in three in the early 1990s. Also

fewer men think they've said or done things that can be construed as workplace sexual harassment -- 10 percent now

versus 25 percent in 1994.

Why do we care so much about workplace romance, anyway? The company is not your Big Brother. And we

all know you can't kill Cupid, outlaw love or legislate romance. Stuff happens. In fact, such liaisons are statistically on

the rise. (What better place to meet someone than in the workplace?) But don't look up and don't look down the

organizational chart for love. Dating a coworker who is a peer is possible, provided the messiness of a breakup does

not affect work performance.

So, why are organizations so nervous about workplace romance? Money. Although a company cannot control

matters of the heart, it does have a legitimate interest in the bottom line. The biggest hazard for a company is the

potential financial risk of litigation when romantically involved employees directly report to each other. These broken-

hearted lawsuits are usually expensive and embarrassing.

Untamed hearts

If the relationship ends, the subordinate could claim under U.S. federal sexual harassment laws that the

supervisor coerced him/her into the relationship. For example: She/he was induced or seduced with promises or

threats regarding compensation, work assignments, advancement, or the relationship was continued unwillingly for

fear of retaliation or dismissal. Thus, the company could be liable under the theory of quid pro quo sexual harassment.

And, there is always the possibility of another employee making a claim that the "paramour" was receiving preferential

treatment (e.g. sales leads, bonuses). Even though these may be unfounded, perceived preferential claims, the

company is still vulnerable.

What puzzles me is that, despite all the training programs and written policies, some supervisors continue to

pursue combustible relationships with direct reports -- and some subordinates still say "yes" when they should put

their track shoes on.

What are they thinking? These are otherwise smart people -- why would they choose to take the risks? Is it ego

("We'll be the exception")? Is it excitement ("Forbidden fruit tastes sweeter")? Have they been corrupted (or seduced)

by power? President Bill Clinton was asked by a reporter, "Why did you do this? Why did you jeopardize your

presidency with this reckless indiscretion with an intern?"

Clinton's introspective reply was chilling: "For the worst possible reason ... because I could." Given a unique

alignment of circumstances that defeated her common sense and better judgment, I'm guessing that Koch understood

the risk she was taking but did it anyway. And I presume Herman Cain is still clueless.

I take great comfort in the progress we've made. Office cultures have become less hostile and consequently

more productive. This is good news for everyone. When power is not abused, our leaders' credibility and ethical

judgment are enhanced, which makes them better leaders.

But we'll never all be perfect. So thank goodness we have laws in place to keep most of us, most of the time,

from misbehaving and hurting our organizations and ourselves.

Business forum: When our leaders stray, we all pay

The costs of unethical leadership can cripple any organization, be it civilian or military.

Over a recent holiday dinner, the conversation moved into the Petraeus/Broadwell liaison. The twenty-somethings at

the table said: "What's the big deal? It's just sex, and it's just their business."

Unfortunately, this is a common response to unethical behavior. Maybe we've become cynical, or pessimistic,

because we've seen similar melodramas before.

But I'm optimistic that our leaders can and should be models for ethical behavior. Why? Because if they

choose the low road, they cost the rest of us dearly. I'm talking about lives, time and dollars here. When trust in our

leaders is broken, we all pay the price.

The Petraeus debacle shocks us because our military personnel are held to a much higher standard than any

corporate, nonprofit organization or elected public official because the military's mission is to protect the American

people. There is no wiggle room whatsoever -- the military is the most unforgiving of professions. If Petraeus' security

grid was compromised, people could die. Likewise, with the Secret Service agents mixed up with call girls in Cartagena,

Colombia, last spring. There is no higher price to pay.

Unethical corporate behavior in the workplace also is costly and it is our pocketbooks (or stock portfolios) that

suffer the consequences. We often overlook the fact that the costs of unethical behavior can be measured and directly

correlated to the crippling of service, lowering of morale, and the stifling of recruitment and innovation. Everyone

loses.

Inappropriate personal relationships in organizations today have stark consequences. Stockholders suffered

when Best Buy stock plummeted in part because the company's leaders did not immediately follow protocol after

learning of their CEO's affair with an employee.

Minnesota taxpayers are smarting over the legal costs after former Senate Majority Leader Amy Koch had an

affair with aide Michael Brodkorb. These people may ride off into the sunset, but the public is left paying the bill.

Harassment litigation starts the monetary clock ticking as soon as a complaint is filed. No matter how these

lawsuits ultimately play out, companies (and their employees and stockholders) suffer the consequences.

Ponzi schemes are obvious train wrecks for all involved. Their fallout reaches the public's bank accounts,

investments and pensions, and sometimes costs lives.

Add to these the costs of the investigations themselves. Imagine what it costs to track the thousands of e-mails

generated by Petraeus & Company to determine if there were any security breaches, to say nothing of the cost of

diverting attention from critical issues facing the military in wartime.

However, I believe the most costly consequence of unethical behavior of our leaders is the loss of trust. Lack of

trust within an organization eats at the fabric of the ethical workplace.

We hold our leaders to a higher standard of ethics, and we have every right to do so. They attain their

positions because they are able to personify the best in all of us. To paraphrase Lincoln, they represent the "better

angels of our nature."

You can imagine that, when faced with a tough situation, individual soldiers have thought, "What would

Petreaus do here?" We want to both look up to and emulate our leaders.

And employees are watching. When they see unethical actions at the top, they lose their trust, and the

temptation to follow suit increases. ''Why should I care if the boss doesn't care?'' the thinking goes.

I call this the "I-quit-but-I-just-forgot-to-tell-you" syndrome. Employees show up, but don't give a full measure.

Productivity tanks, accountability and communication suffer. The best employees jump ship. Shame and blame infect

the culture, security gets loose and profits are lowered.

I have had an opportunity to look behind the curtain of many organizations of all kinds and sizes. I cannot

overstate the damage, in both tangible and intangible costs, of unethical leadership. When subordinates trust their

leaders to do the right things, the organization can excel. When that trust is lacking, chronic problems just keep

rippling through the organization in an endless loop.

But there is good news. Ethical leaders foster ethical workplaces. And ethical workplaces foster mutual

respect, trust and honest communication among co-workers, customers and vendors.

I am happy to say that ethical practices are a proven way to achieve a competitive advantage -- as companies

see the link between ethical cultures and healthy profits.

When leaders fall, it is a big deal. And a costly one to boot. Perhaps it's best to remember Warren Buffett's

caution: "It takes 20 years to build a reputation and five minutes to ruin it."

T

10 April 2014

Loyalty Now

A wake-up call.

By Nan DeMars

he drama in N.J. Governor Chris Christie’s office continues regarding allegations that associ- ates of the governor closed traffic lanes leading

to the George Washington Bridge in order to punish the mayor of Fort Lee with major traffic jams in that city and surrounding communities. The situation is certainly an example of government derailed. But, it is also a challenge to our view of workplace loyalty today. What can we all learn from this ethical train wreck? We don’t know whether or not Christie had established a clear-cut moral compass for his staff. Regardless, it appears as though some of them chose to go rogue.

Establishing and communicating the ethical founda- tion of any organization is the first step in creating an ethical workplace—followed by a formal code of ethics, conduct, and mission statement plus ongoing ethics training.

Employees need and deserve a blueprint on what is acceptable workplace behavior and what is not, and this North Star compass must start at the top. Dr. George Shapiro, Professor at the University of Minnesota, states: “Bosses with good ethics have followers; bosses with poor ethics have subordinates.”

But, what is loyalty in the workplace? I happen to be a fan of loyalty. Anyone who has been married, partnered, started a business, maintained a life-

long friendship, or gone through a diffi time knows that loyalty can be the air in our life raft when the big ship starts to founder. Actress Elizabeth Taylor once said, “You know who your friends are—when a scandal erupts!” But, Liz and I are talking about personal loyalty.

A paycheck does not buy loyalty in the workplace today. Because we value loyalty, we instinctively want to be loyal to those with whom we work. That “I’ll watch your back” kind of allegiance is certainly desired and appreciated in any boss/team/employee relationship, but under what circumstances is that kind of loyalty deserved today?

Dark side of loyalty For all its virtue, loyalty has a dark side as well. In the past, the concept of workplace loyalty really meant blind loyalty, ergo unconditional, unthinking, and un- questioned compliance with your boss’s requests.

When a company overemphasizes this kind of blind devotion, we have what FBI whistleblower Coleen Row- ley terms “groupthink.” The result is a dangerous lack of skepticism and debate, denial of reality, and suspen- sion of personal responsibility.

Corporate cultures that tolerate nothing less than unconditional obedience take a shortcut to a dead end. At these companies there is a familiar excuse for poor outcomes: “Right or wrong, if my boss tells me to do it, I do it.” In this blind allegiance environment, anyone raising questions is seen as “disloyal,” even when they have crucial and perhaps lifesaving concerns. And you can even naïvely follow a charismatic leader (who can do no wrong in your eyes) straight over the cliff. Loyalty gone awry is betrayal at its worst.

Being loyal to one’s boss has always been an attribute of an employee. It’s in one’s DNA anyhow (if just for self-preservation), and often noted as a requirement for a sterling employee. But, today’s employees are operating in a “we get it” climate, ergo they fully recognize they are not only accountable for their own actions, but also accountable for any misbehavior they may witness (and that includes their bosses’). They realize they are at higher risk for suffering legal, personal, and professional consequences of their actions, inactions, com- plicity, or silence.

No professional can operate with blinders on. In fact, to do nothing when witnessing wrongdoing brings to mind Oprah Winfrey’s oft-repeated warning: “Silence is consent!”

Commitment is the new loyalty Fortunately, today’s definition of loyalty has morphed into a commitment to do the right thing. This is a

April 2014 11

commitment first to your personal and professional standards, then to your company’s mission, and then to your supervisors’ mission.

You can easily do this by following my Ethical Prior- ity Compass®. Th is a simple, hierarchical approach to orient yourself to any ethical dilemma (loyalty or otherwise) and, thereby, equip yourself to make the right decisions even under extreme pressure. If you follow these three points—in this order—you will never be lost:

1. Take care of yourself. Protect yourself from illegal, fi immoral, and even emotional harm by not participating in any unethical behaviors—and do so in a way that is aligned to your own personal morals and values. Even Mickey Mouse used to say, “You have to be yourself!” And remember, when you take care of yourself, you also protect your professional reputation as well as the standards and integrity of your particular profession.

2. Take care of your organization. Ethically, your organization deserves your loyalty because it has provided you with your livelihood and, thus, you should continually act in its best interests. Remain true to your company’s code of ethics and conduct. Those pieces of paper can be your touch- stones—they should leave no wiggle room for unethical behavior.

3. Take care of your boss or bosses. Th is a professional relationship that merits all your skills, acumen, and certainly your loyalty. But, this loyalty is no longer blind or unconditional. Your boss is your professional partner and needs all your support and attention in maintaining an ethical workplace.

No more eyes wide shut! If traditional views of loyalty no longer serve us, and there is a new defi of the word itself, is loyalty no longer relevant? Not at all—in fact, some argue

New expectations

Managers and employees nowadays agree that they must view loyalty as a reciprocal commitment to help each other “do the right thing.” Both are aware of, and even hypersensitive to, their separate accountabilities, and both realize that no one gets to play the blame game anymore. Each can hold the other to higher expectations, and neither ought to expect the other to sacri- fice himself or herself. Loyalty now is something to be negotiated, not presumed.

Start talking! I encourage you to start talking about loyalty’s new limits and expectations in your organization and to do so in such a way that will result in enhancing your mutual trust and respect all around. Th is a conversation that must transpire long before a loyalty crisis occurs:

Bosses: Are your employees fully aware of your moral compass? Do they understand and revere your company’s ethical standards and values? If they are not on board or guidance is a bit fuzzy, you might have a reckless culture that will result in your being blindsided someday if a team (or team member) gets derailed. Staffers: Are you aware of your company’s ethical standards and values? Do you know where your boss stands on critical issues? If faced with a tough situation, can you unequivocally answer the question, “What would my boss want me to do here?”

Most employees today (at any level of responsibility) want to do the right thing. And together, boss-employee partnerships and the new way of interpreting loyalty in the workplace can help each side keep the other out of court, hot water, and harm’s way.

U.S. Air Force Col. John Boyd said it best: “If a man asks me for my loyalty, I will give him my honesty. If a man asks me for my honesty, I will give him my loyalty!”

that loyalty is needed more than ever to keep you grounded in a fast-paced, rough-and-tumble world. We certainly need the sense of teamwork and cama- raderie that comes with loyalty if we are going to be productive and positive focused.

But, let’s be smart about this. Loyalty must be

earned—in both directions! It is the outcome after mutual respect and trust have been earned. Loyalty is conditional today—it does not extend to compromis- ing personal ethics or the well-being of the company.

About the author: Nan DeMars is an internationally

recognized thought leader and practitioner in the area of workplace ethics. In addition to being an author, colum- nist, and media talk-show guest, Nan’s energizing, interac- tive ethics workshops and keynote addresses have trained thousands of employees at all levels of responsibility and in all types of industries. Her latest book is You’ve Got to Be Kidding! How to Keep Your Job without Losing Your Integrity (John Wiley & Sons). Nan can be con- tacted at www.office-ethics.com.

http://www.office-ethics.com/

TMTC Journal of Management | April 2012

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