Posts Tagged ‘code of ethics’

Creating an Ethics-Driven Organization

August 10, 2010

I recently offered a wallet-sized code of ethics to replace — or at least, mitigate — the bureaucratic system of rules, supervision and oversight that stifles initiative and deadens workers’ spirits. The ethical guides were simple:



I will:

· Do my best at work

· Avoid conflict of interest

· Speak truth to power

· Be a good citizen

· Shun any private gain from public employment

· Act impartially

· Treat others the way I would like to be treated

· Report waste, fraud, and corruption

When in doubt, my test is can I explain my actions to my mother or to my child.

Many people are hungry for this sort of simple, straightforward guide and have asked me how they can introduce such a tool in their organizations. Here’s what to do next:

· Decide on your organization’s principles of ethical behavior.

· Print wallet-size cards (plastic is best) and hand them out like crazy.

· Teach: look for coachable moments to align people with the principles.

First, what’s right for your organization? Chances are the code isn’t exactly right for you. Give the workers a chance to own the code. Announce that you’re in the market for a new code of ethics that can fit on a wallet-size card. Offer a $100 prize (your $100!) for the best one submitted, and (more…)

A wallet-sized code of ethics

May 11, 2010

There’s something about bureaucracy that violates my sense of ethics. Bureaucracy represses one’s humanity. Humans want to make a difference in their lives, but bureaucracy forces conformity and sameness. One definition in the American Heritage Dictionary is “an administrative system in which the need or inclination to follow rigid or complex procedures impedes effective action.”

The bureaucratic system is founded on rules, supervision and enforcement by specialists and inspectors to make sure workers follow the rules, even when the rules deviate from common sense.

We need to move beyond it, but moving beyond it means shifting to a different form of control, one based on a strong sense of mission and a culture of trust, with authority and responsibility shifted from the few at the top to the many front-line workers.

This shift also requires that the organization have a strong ethical grounding. Ethics must replace the missing rules, but in many organizations what passes for ethics is merely another set of rules to comply with, and ethics training usually consists of badgering workers about bribery, conflict of interest and favoritism.

Enron had a nice 65-page code of ethics. The International City/County Management Association has a pretty good code of ethics except that it’s 2000 words long, has a 3200-word supplementary “Rules of Procedure for Enforcement,” and is written by lawyers or at least by people who have mastered esoteric, lawyerly writing. Most people can’t live by the ICMA code because they simply can’t remember any of it. (more…)

When in doubt about what’s ethical, ask your daughter or son. Hillary asked Chelsea

March 23, 2010

Hillary Clinton promised the voters of New York state in 2000 that if elected she would serve a full term. But by 2003, with George W. Bush’s popularity falling he appeared beatable, if the Democrats nominated the right person. Most of the Democratic political heavyweights thought the right person was Hillary.

Should she or shouldn’t she? She summoned all her inner circle—husband Bill, daughter Chelsea and her boyfriend, and four veterans of the Clinton White House—to one final meeting at the Clinton home in Westchester County. Game Change, the dishy story about the 2008 election by John Heilemann and Mark Halperin, tells what happened.

“One by one, Hillary polled the group, listening carefully to what each of them had to say. [All told her she should run, but] there was one dissenter in the room. Chelsea believed that her mother had to finish her term, that she’d made a promise (more…)