In this Brave New Business World, in which International Business Deals are accomplished with the flick of a button on a keyboard, do the majority of employees in the workplace believe that the words of Douglas Adams still hold true?
And, if they don’t, how do we, as Vice-Presidents, Directors, and Managers, fix that?
Back in January of this year, Kessler International released the results of a nationwide survey, outlining the current state of manners, etiquette, and ethics in the workplace.
They surveyed upper and mid-level management at 40 professional services firms.
Those polled held the belief, by an 84 percent margin, that their employees were inconsiderate and rude in the workplace. Additionally, the same respondents cited by 65 percent that they felt a majority of their staff lacked a moral compass.
Kessler asked individuals to anonymously comment on their employees’ use of personal electronic devices, dress, manners, ethics and level of respect for other employees.
This resulted in some of the respondents expressing their disgust of certain individuals on their staff, as well as their ineffectiveness and unwillingness to say something and correct the situation.
Among their excuses for not being able to correct the problem of unethical behavior by their employees were their company’s policy of “political correctness,” their own inability to have confrontation, and constraints instituted by their human resources department.
Among the items that most of the respondents cited, were:
1- untimely and inappropriate use of cellphones
2- wearing inappropriate clothing to work
3- complete lack of courtesy
4- use of street talk and signs in professional meetings
5- the inability of younger staff to write a letter/email
6- the lack of personal responsibility
7- failure to say please and thank you
8- lying to phone caller
9- hanging up on phone calls when they are confronted and were uncomfortable
10- cheating on time billed to clients and stealing time by arriving late and leaving early
11- cutting corners on work product rather than staying after hours to correct the mistakes they made
12- visiting sex and dating websites on company time
13- sexting on company phones
14- the inability to interact professionally with clients during a business function
15- the lack of manners
16- the lack of integrity
United States President Harry S. Truman had a famous plaque on his desk which read,
The Buck Stops Here
As an experienced leader of men and women, in the military, the workplace, and, as President of the United States of America, Truman knew that as a manager of employees, you are held responsible not only for heir behavior, but, what you do about it.
In her book “7 Lenses: Learning the Principles and Practices of Ethical Leadership (Leading in Context, 2013),” author Linda Fisher Thornton offers the following advice on how leaders can integrate the practice of ethical conduct into their organizations.
1. Face the complexity involved in making ethical choices: Openly discuss the ethical gray areas and acknowledge the complexity of work life. Involve others in more of the ethical decisions. Be a leader who talks about the difficult ethical choices, and help others learn to take responsibility for making ethical decisions carefully.
2. Don’t separate ethics from day-to-day business: Leaders must make it clear to their employees that ethics is “the way we operate” and not a training program or reference manual. Every activity, whether it is a training program, a client meeting or an important top management strategy session, should include conversations about ethics.
3. Don’t allow negative interpersonal behaviors to erode trust: Make respect a load-bearing beam in your culture. Be an ethical leader who expects it and practices it. Cultivate a respectful environment in which people can speak up about ethics and share the responsibility for living it. Build trust, demand open communication and share the ownership of organizational values.
4. Don’t think about ethics as just following laws and regulations: Leaders need to take action and show consumers and other stakeholders that they are actively engaged with ethical issues that matter. Recognize how ethics influences consumers’ reasons to buy from you, and demonstrate a commitment to go beyond mere compliance with laws and regulations. They must prove that they are committed to ethical issues, including human rights, social justice and sustainability.
5. Don’t exempt anyone from meeting ethical expectations: Allow no excuses. Make sure that no one is exempted from meeting the ethical standards that are adopted. Maintain the status of ethics as a total, absolute, “must do” in the organization. Hold everyone, particularly senior leaders and high profile managers, accountable. No exceptions.
6. Celebrate positive ethical moments: Be a proactive ethical leader, championing high ethical conduct and emphasizing prevention. Managers should talk about what positive ethics looks like in practice as often as they talk about what to avoid. Take time to celebrate positive ethical choices.
7. Talk about ethics as an ongoing learning journey, not a once-a-year training program: Integrate ethics into every action of the organization — everything people do, touch or influence. Talk about ethics as an ongoing learning journey, not something you have or don’t have. Recognize that the world changes constantly, and that ethical conduct requires that everyone remain vigilant.
As leaders, it is our job to protect our companies’ revenue streams, as well as to keep and cultivate the trust which our clients place with us.
We cannot perform our duties effectively, if we have to constantly be on the look out for unethical behavior in our “home away from home”, our workplace environment.
Hopefully, these tips, which I have presented today, will help us, as leaders, foster an atmosphere of trust and shared expectations, smoothing out the journey down the road to success.
Never give up. Never surrender.
Allen Fitzhugh is Director of Sales at Candlewood Suites-Memphis. He can be reached at firstname.lastname@example.org.