Tagged: ethical culture

Your CEO Agrees the Company’s Culture is Important – Now What?

“The secret of getting ahead is getting started.” – Mark Twain  “To succeed in life, you need two things: ignorance and confidence.” – Mark Twain  Mark Twain would have been a great Chief Compliance Officer – he had an extraordinary ability to capture human behavior and motivation.  He would have known how to use the right phrase at the right time. I can just imagine CCO Mark Twain meeting...

The Tangible Benefits of a Positive Ethical Culture

We all enjoy citing Supreme Court Justice Potter Stewart’s famous description relating to obscene materials, “I know it when I see it.” To apply this maxim in the corporate compliance field does not take much imagination.  Let’s start with the most important corporate control for any organization – its culture? How do we define a positive culture of ethics and compliance?  We can throw out...

When Your CEO Just Does Not Get It

There are a lot of talented CEOs.  Some remarkable leaders, innovators and eloquent spokespeople for their companies.  In several recent experiences, I have been befuddled by some CEOs. When a CEO addresses a global ethics and compliance staff or has the opportunity to address a large staff or division meeting, the CEO should take the opportunity to reinforce the company’s culture and compliance program message. ...

Leadership Support Provides Compliance Credibility

We often hear the compliance refrain on the importance of tone-at-the-top – meaning when the board, the CEO and senior executives demonstrate by communications and by conduct their commitment to a culture of ethics and compliance. This single idea carries with it enormous importance to the success or failure of a compliance program.  A positive tone-at-the-top permeates every aspect of a compliance program and specifically...

Culture and Leadership in Middle Management

We always hear about the importance of tone-at-the-top.  Corporate leaders are very familiar with how to say the right things about ethics and compliance and the company’s culture.  But we all know that words are cheap – it is conduct that matters, and it is behavior that ultimately builds trust in an organization. In large corporations, however, the tone-at-the-top can only go so far.  No...

Three Simple Steps to Improve Your Corporate Culture

Lauren Connell, Managing Associate at The Volkov Law Group, rejoins us and provides a posting on corporate culture.  Lauren can be reached at lconnell@volkovlaw.com. What exactly does “corporate culture” mean?  Compliance professionals often talk about how important “tone from the top” or the “mood in the middle” is, but what does that really mean? Improving corporate culture has been directly tied to higher profits and...

Five Major Compliance Predictions for 2018

When you look back on the rise of the ethics and compliance profession, you cannot ignore the history of accomplishments.  It is easy to minimize these accomplishments as a reaction to the government’s aggressive FCPA enforcement program. Companies are starting to embrace ethics and compliance as a positive force to build sustainable financial growth – which is the true calling of a robust ethics and...

Putting Ethics Back Into Compliance (Part IV of IV)

My final posting on this week’s ethics series is a call to action for all compliance professionals. Every compliance officer should insist on and embrace a title – “Chief Ethics and Compliance Officer.” Some larger organizations have a separate ethics officer, and I am not suggesting to merge the positions. Every company should have a chief ethics officer, either as a separate function or as...

Six Specific Areas to Embed and Promote Business Ethics (Part III of IV)

The challenge for corporations is to build practical approaches to business ethics and its specific corporate values. Business ethics as a field is all well and good but we need to start sharing specific and practical strategies to infuse our day-to-day conduct and advance our corporate performance. In doing so, I am not so limited nor naïve to suggest that the only measure is corporate...