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 BUSINESS ETHICS GUIDELINES AND RESOURCES

Home > More Guides To Acting Ethically

Being ethical - at work and away from the job - should not mean acting differently. Attention to ethics is not something you turn on and off. For it to be meaningful, practicing ethics must be part of your everyday life. Here are more ways to be ethical in your life.

1. Don't Confuse "Cutting Corners" With Efficiency.
   Efficiency involves finding ways to provide high quality goods and services while using less energy, time, or resources. Cutting comers is different. It is skipping steps and sacrificing quality and value for the sake of cost savings. It typically leads to sloppy work, unsafe work habits and unsatisfactory results over the long haul. Know the difference, and strive for efficiency.

2. Know Your Job - Inside and Out.
   Take the initiative for learning everything you can about your organization, the products and services you provide, and your particular function within the business. Maintain your knowledge about the laws and regulations that pertain to what you do. Stay familiar with all of the brochures, announcements, advertisements, etc., that your organization sends out. Read industry-related publications available at your workplace. Ask for others' assistance in developing the skills you need to properly represent your organization to the outside (and inside) world. Remember: If you want to be treated like a pro, you have to act like one!

3. Recognize Others' Efforts, Contributions, and Ethical Behaviors.
   When you recognize the positive actions of others, you not only help build a culture of appreciation, but you also encourage people to do more good things in the future.

4. Show What You Know.
   Share your time, knowledge, and expertise with your co-workers. When you help someone else on the team "improve their game," the entire team benefits, including you.

5. Go The Extra Mile.
   Whether it's a customer, a boss or a peer who's counting on you, do that little bit extra so he or she leaves the interaction wanting to return the favor. Who knows, maybe a customer will be so impressed that he or she writes a letter of commendation. Maybe it will be your boss giving you more responsibility or developmental opportunities. Or it could be a peer who works harder to lighten your load. Perhaps the result will be that your job is a bit more secure. Make the effort to go the extra mile. It's a good thing to do. It can pay dividends.

6. Practice Patience, Understanding, and Empathy.
   Nobody's perfect. We all make mistakes, we all have problems, and we all, periodically, need to be given the benefit of the doubt. Cut people the same amount of slack that you would want from them. Before you judge anyone, try walking awhile in his or her shoes. Put yourself in their position. Determining WHY they are acting a certain way helps to understand their situation. Do this also shows your concern - your empathy.

7. Talk WITH People - Not AT Them. Never Talk ABOUT Them.
   Demonstrate, through your communication behaviors, that you recognize and value each person's inherent human worth. Be polite. Listen as much as you speak. And never say something behind someone's back that you haven't said to the person directly.

8. Let People Know When You're Bothered.
   If someone does something that you find offensive, tell him or her ... in a tactful way. Example: "Sam, I'm sure you meant no harm. But I have to be honest. That really bothers me." Chances are, the person doesn't realize their action was offensive. Once you share your feelings, he or she becomes responsible for avoiding similar behavior in the future. And if others tell you that you've disturbed them, apologize and avoid repeating what you did.

9. Follow "The Platinum Rule."
   Treat people the way they wish to be treated. This does not mean you avoid correcting and disciplining people. Instead, it means that you should consider the fact that everyone is different. What may motivate or hit home with one person would totally miss the mark with another. As stated in #21, consider WHY the person is acting in a certain way, and then make your remarks appropriate.

10. Focus On Serving Before Selling.
    Concentrate on identifying and meeting peoples' needs rather than just getting them to buy your products and services. Most folks hate the thought of being subject to yet another sales pitch. They tend, however, to be more willing to chat with - and eventually patronize - businesses that look out for their best interests. Go out of your way to serve and the sales will come ... along with a reputation of integrity.

11. Make It Safe To Do Business With You ...
    ... by guarding, protecting and restricting access to sensitive information like credit card numbers, customer addresses and phone numbers, etc.

12. Take "The Concert Approach" To Service.
    When you pay good money for concert tickets, you expect a good show. You don't care that this may be one of several hundred times the artist is giving this same performance, you expect their best work. Keep that in mind for customers who "buy tickets to your concert." They also expect your best for themselves.

13. Feast On Feedback.
    If you don't know how you're doing, it's hard to know how to do it better. So ask the people you work for (and with) for their assessment of the service and assistance you provide. Close with: If you had to identify one thing that I can do to better serve you, what would it be? And once you get an answer, ACT!

14. Change Phrases.
    Ever catch yourself saying (or thinking) "That's good enough?" If so, work on eliminating that phrase from your vocabulary. Instead, try making "It's done right" or "That's the absolute best I can do" your new stopping point.

15. Provide Products and Services That Last.
    Adopt the mindset that what you deliver needs to be so good and complete that the customer will never need to call you again. Don't worry - you won't put yourself out of business. Fact is, your customers will call again because they realize you provide value ... and you do it with integrity.

16. Consider Other Peoples' Needs and Feelings.
    Before you implement a strategy or make a decision, think of the people your actions will affect and how they may react. Ask those who would be affected for their input, and keep them in the communication loop.

17. Remember Your Stakeholders.
    Stakeholders are all those people and organizations that have a "stake" in the operation of your company. Those who have a concern about the ethical standards and ethical behavior of your organization include:
    • Customers
    • Employees and Their Families
    • Stockholders and Owners
    • Board (or other governing body) Members
    • Vendors and Suppliers
    • Industry Affiliates
    • The Community At Large
    • And others applicable to your business

18. Review The "Rules of The Road."
    Don't assume that employees know all the laws, rules and procedures that pertain to their jobs. MAKE SURE they know them! Give each person copies of all relevant guidelines, and review the information with them. And be sure to update your people, yourself and your guidelines as new information becomes available. Eliminate "ignorance of the rules" and you'll minimize the chances of - and excuses for - unethical actions.

19. Accept A Few Wrong Turns.
    Let people know that mistakes can be made and careers can be built in spite of them - as long as the errors are infrequent, unintentional and low in negative impact. When fear of failure is minimized, employees become less likely to engage in "cover-up" activities, which can lead to serious ethical problems.

20. Establish Core Values.
    Involve your work group in identifying core values that everyone can commit to, such as: "Honoring all commitments." "Respecting others' time." "Helping each other be successful." Write them down and give everyone a copy. Use them to guide and evaluate decisions and behaviors.

21. Seal Employee Competency With A K.I.S.S.
    One of the indicators of an ethical organization is highly competent employee job performance - which equates to quality products and services. And, as a leader, you play a big role in making all of those happen. You must provide the four elements that each employee needs to perform at his or her best:
    • Knowledge of job duties, requirements, and expectations.
    • Information (ongoing) about your organization, your customers, your products and services, and your industry.
    • Skills necessary to perform all aspects of the job.
    • Support from management required to get the job done.

22. Talk It Up!
    Keep ethics "in front of people" by making it a regular topic of conversation. Add something about ethics (e.g., discuss an article you read in a magazine or newspaper, share a "best practice" from your organization, review a page or section from this handbook, etc.) to the agenda of each staff meeting that you conduct. And periodically check your pulse by asking "How are we doing" and soliciting ideas on what the team can do more of, do less of, and do differently to make business ethics a way of life.

23. Obliterate Obstacles.
    Ask your employees to respond anonymously, in writing, to the following: "What gets in the way of you providing high quality products and services, and performing with the utmost integrity?" Make a master list of the responses, and begin working to eliminate those items that you control or have the ability to influence. And don't be defensive if you are identified as a roadblock. Accept and use the feedback constructively.

24. Teach With "What If's."
    Use hypothetical situations to address the "gray areas" that employees may sometimes face. Create scenarios that have no obvious right responses, discuss them with your people, and work together to identify the best courses of action. Need help coming up with realistic "what if's?" Ask your employees!

25. Provide "Places To Go."
    Make sure there are people within your organization to whom employees can turn for guidance and help with ethical issues and for reporting suspected ethics violations. Look to establish alternative resources (more than just YOU) that employees trust and will use whenever the need is felt. And make sure everyone knows what assistance is available ... and how to access it.

26. Make It SAFE To Be Ethical.
    Make sure that employees face no negative consequences for doing what they feel is right, for questioning the decisions and actions of others (including yours), and for reporting suspected ethics violations. You may not always agree with people after all the facts are weighed, but no one should fear surfacing concerns they perceive as legitimate.

27. Watch What You Measure.
    Employees tend to judge what's truly important by looking at what is monitored and measured, and what isn't. If you only track quantity, quality will be viewed as secondary; pay attention mostly to sales, and service will drop in priority. Take a moment to examine your "scorecards." Are you collecting data on all the things you say are important, or are you just targeting the bottom line ... and sending mixed messages?

28. Include Ethics In Your Performance Feedback.
    Build ethics into all performance discussions that you have with employees. Ask them for examples of ways they feel they've performed with integrity. Share your observations. And work with each person to develop a personal ethics enhancement plan.

29. Celebrate Integrity.
    Look for every way possible to make a big deal out of performing with honor and integrity. Publicize positive behaviors and results. Have parties. Put up banners. Create recognition certificates and special awards. Establish a "Wall of Fame" bulletin board. Establish a "Heroes Club." Get creative.

30. Include Ethics In Your Selection Processes.
    Only hire and promote people who have demonstrated a commitment to business ethics. Make it known that to work and advance here, you've got to perform with the highest integrity.

31. Pick Your Partners Carefully.
    Work only with vendors and suppliers who share your commitment to ethical business practices. These people are your partners ... they are extensions of your business. The way they operate can have a spillover affect on your people, your overall effectiveness, and your reputation.

32. Get Out and See What's Going On.
    Stay aware of what's happening in your organization by wandering around, observing, and visiting with your employees and customers. If you have an office or designated work area, schedule time away from it on a regular basis. Keep up with what your people are working on, the problems they're facing, and the behaviors they're exhibiting. If you keep your eyes and ears open for ethics-related activities, you'll eliminate most "I had no idea that was happening" negative surprises.

33. Take Immediate Action.
    Respond quickly and thoroughly to all unethical behaviors you see or hear about. Take immediate steps to stop any inappropriate activity and correct the situation. Then, conduct an investigation - collecting all the facts. Finally, deal with the offender(s) according to your organizational procedures and guidelines. Demonstrate by your actions that you have zero tolerance for ethics violations.

34. Be A Student Of Ethical Leadership.
    Commit to ongoing self-development. Keep up with values-based management techniques by reading books, watching and listening to tapes, attending workshops, scanning the internet, and "picking the brain" of a trusted mentor. Remember that the ethical make-up of your organization is comprised of many factors - including how employees are treated, managed, and led.

Here is one more way to be ethical in your life. It is one of the most important if you are a leader in your company or business:

Set The Ethical Example.
The ultimate leadership responsibility is modeling the behaviors you expect from others. To a large degree, you operate in a fishbowl. Employees are constantly watching you and learning from you. They rightfully assume that it's okay to do whatever you do. Regardless of what's written or said elsewhere in the organization, your behavior is the performance standard employee's will follow. That's an awesome "comes with the territory" responsibility. But it's also an awesome opportunity to influence the ethics of your work unit and the entire organization.

10 Reasons Why Leaders Should Model Ethical Behavior:

• Reduces pressure on employees to compromise ethical standards.
• Increases employee willingness to report misconduct.
• Improves trust and respect at all levels.
• Protects the positive reputation of the organization.
• Encourages early detection of problem areas and ethics violations.
• Fosters a positive work culture and improved customer service.
• Provides an incentive and framework for ethical decision making.
• Increases pride, professionalism, and productivity.
• Enhances your ability to attract and retain high-quality and diverse employees.
• It helps ensure the long-term viability of the enterprise.

Bonus reason ... It is purely and simply the right thing to do!

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This information is compiled and provided by George S. May International Company.
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