How to build company that actually values integrity, Slides of Business Ethics

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How To Build a

Company That

(Actually) Values

Integrity by: Robert

Chesnut

PRESENTED BY:-

1. DEEPAK KUMAR

ABOUT ROBERT CHESNUT

Robert Chesnut is author of the book Intentional Integrity: How

Smart Companies Can Lead an Ethical Revolution and Why That’s

Good for All of Us. He has spent his entire career working on issues

relating to integrity in the workplace and the global marketplace,

first as a federal prosecutor who handled espionage cases like the

Aldrich Ames case, later as the founder of eBay’s marketplace trust

and safety system, and most recently as the general counsel and

chief ethics officer at Airbnb.

According to Author:

Leaders were expected to focus on one thing: financial results. But we are now in the

midst of an ethical revolution. Leaders are increasingly held accountable for poor

behavior, and companies more/are pushed by employees, governments, and customers

to step up and adopt a multi-stakeholder approach that serves social purposes as well

as investor demands.

Author have spent more than 30 years as an attorney studying workplace issues, as the

head of Trust and Safety at eBay, and as general counsel at companies including Chegg

and Airbnb. They’ve seen too many workplaces in which it seemed that legal and HR

were just reacting to one problem after the next. Over the years they’ve developed the

six practices to help leaders be proactive, inspire their workforces, and stay ahead of

the ethical revolution.

1. Lead by example.

Employers & Employee can display integrity in workplace through leading by example. It improves personal

awareness, sensitivity to others & accountability which all are necessary for ethical behaviour and integrity.

Leaders must openly and directly talk about integrity, embrace it as part of the culture, and be ready to do

the “right thing, ” even if it appears to hurt business in the short run.

Leadership must openly and directly embrace integrity.

The CEO and others on the leadership team are powerful role models who set the company’s ethical tone.

If any leaders cut corners, don’t follow the rules, or ignore bad behavior by top performers, it gives

everyone implicit permission to act the same way.

CEOs have to be particularly careful about setting ambitious targets and using powerful language to

motivate employees. Audacious goals can create fear, and they may be interpreted as giving implicit

permission for bad behavior. Example:- During a meeting in the early days of the pandemic, an employee

asked, to CEO Kevin Kelly, of Emerald Packaging “ What if I’m the only one who can operate a particular

machine, and it goes down?” he replied “Stay Home” (Everyone laughed, but everyone got the message —

he cared for employee health above immediate business needs.). There is also an example on sir Ebay

employe over controversy on cyberstalking, than executive told team to deal with critics by doing whatever.

3. Talk about it.

● It’s not enough to simply go about your business and assume integrity will naturally occur. Leaders must talk

openly, explicitly, and regularly about its importance.

● Orientation is a good place to start where CEO & others leaders spend an hour personally talking with new

employees about company values and ethics, using real examples from their career. This sort of authentic live

discussion from a leader sets a tone and can make a lasting impression.

● Example:- Robert C. give the orientation talk at Airbnb each week. It’s a 75-minute interactive session in

which he went over specific ethical scenarios that employees have faced. He talk frankly about challenging

issues, such as how much alcohol you should serve — and drink — at a work-related function. He also talk

about dating a colleague and planning team offsites in such a way that everyone will feel comfortable.

● Author also gave example of an woman who wrote about her last company that how her manager

propositioning her and she left that company and joined and author gave his own opinion on that and later

that woman wrote thanks to him and said “I’m happy to be at a company now that really cares about this.

4. Make sure people know how to

report violations.

● Too many companies bury their reporting system in a link deep in the company intranet and don’t talk openly about how

the investigation process works.

● This type of silence & action breeds suspicion, distrust, and an environment in which employees aren’t comfortable using

the process. Companies that want a culture of integrity must make the process of reporting all problems, especially

violations of the code, easy, straightforward, and clear. Need to create a culture that isn’t afraid to have people raise

ethical questions, that welcomes bad news, and that celebrates employees who speak out about problems.

● Author also said with an example that how he praised an employee who came up and express their mistake and how

much that was effective. He said that if any companies proudly say that their employee ethics hotline has few or no

reports. That could be a sign of a problem. He suggested for this : Pull random employees into a room and ask them to

show you how to file an ethics report. Time how long it takes them to get to the right place. Or do a quick anonymous

survey and ask how comfortable employees are reporting violations and whether they feel the company walks the talk

when it comes to ethics.

● Example:- Vault Platform, in the UK, designed a mobile phone app that allows employees to securely and confidentially

submit incidents of misconduct that they have experienced or witnessed. It includes a unique feature whereby an

employee who is reluctant to speak up alone can submit a report only if another employee independently submits a

complaint against the same person.

6. Remember that repetition matters.

Integrity can’t be handled by a once-a-year email or a couple of pages in a forgotten employee

handbook.

As former NBA Commissioner David Stern , it’s like a television advertisement — you can’t run

it once and expect to get your point across. Repetition matters.

Be creative; don’t rely on canned, outsourced videos to make a difference. Challenge someone

on your team to make funny videos about ethical scenarios, and get leaders to participate.

At Airbnb, they created short (three- to five-minute) iPhone videos exploring scenarios such as

a recruiter asking unethical interview questions, a team planning a wild holiday party, and an

employee stealing bags of coffee to fuel a side business. Watching them is voluntary, but they

are entertaining enough that a third to half of employees view them each month, and leaders

and managers often suggest topics and ask to appear in them.

CONCLUSION

● Integrity is a powerful double-edged sword for companies today.

● Integrity can be a superpower that inspires employees and resonates with

today’s values-minded consumers.

●

Integrity is contagious, Create an environment in which it is openly embraced by

leadership and woven into the fabric of your culture, and it will be a powerful

asset.

● A transparent workplace emphasizes communication and honesty.

● Integrity is most trusted friend as it keeps on right path. Make it a goal to be a

person of integrity always no matter how many temptations or challenges you

face.