When a sense of integrity permeates an association, sound decisions can be made based on values such as honesty, trustworthiness and hard work. When a sense of integrity is missing, however, its absence will take its toll on everyone. When there are no clear ethical guidelines or expectations, association members and staff won’t know when they are doing something wrong and, as we’ve seen reported by media, people can easily lose their moral bearings.
To reinforce the good and quash the bad, it’s important that executives reward those exhibiting positive values within the organization. The following five tips can keep your group ethically on track.
1. Be quick to admit mistakes. When looking at the scandals suffered by major corporations and nonprofit organizations, it is most often their failure to admit they made a mistake that causes the worst of the negative ramifications, rather than the actions that they initially took to cause the uproar. Any culture—even an office culture—recognizes that mistakes can be made without requiring knee-jerk retributions. In general, making mistakes often leads to greater learning. So the rule is: Express regret when an error is committed but also try to enforce an atmosphere of compassion at the workplace.
2. Point out real-life role models and scenarios that should be emulated. Association executives should point out stories in the media that praise individuals who have taken the ethical high road as well as stories referring to individuals or organizations whose poor actions adversely affected others. By doing so, your staff will have real-life examples of the behavior your association expects.
3. Ask staff to contemplate a question before relaying private information. Regretfully, when people communicate with others, seldom does the personal information passed from one person to another remain confidential. And within any organization, there is definitely information that should not be relayed outside office walls. Executives can teach the importance of confidentiality as well as considering one’s actions by asking staff one simple question: “How would you feel if something you communicated, or an action you took, found its way onto the front page of the local newspaper?” If the answer isn’t positive, then you can tell your staff it’s time to re-think whether that communication or action is truly necessary.
4. Trust your instincts. Most of the time, we know instinctively if a contemplated course of action is ethical. When in doubt, consider alternative steps.
5. Ask for advice. All associations should have a trusted adviser known for maintaining the highest ethical standards. This man or woman should become the go-to person when any ethical dilemmas arise.
Typically, associations get off track when one or two members of the executive board take actions that they personally find acceptable but may in fact be morally questionable. When other members see that happening, they assume it’s fine to take the same action as well. Before long, decisions around the office are not being made in an atmosphere where they are clear on what’s right or wrong.
Other problems may occur when an association’s leadership gives little thought to how their decisions affect others. Leaders may think that thoughtful foresight takes too much time, requires too much feedback and slows down business. And, as we all know, time is money, so it starts to become more important to get things done quickly instead of correctly. Corners are cut. Kindness gives way to hostility or greed. And the new norm becomes achieving goals at any cost. It’s not hard to think of several associations that have headed down this path with disastrous results.
Associations need to invest in creating a culture built on a foundation of truth and honesty. Few things feel as good as taking actions that are ethically sound. And while it’s human to make mistakes, the best organizations are staffed by individuals who value strong ethics and managed by those who enforce and practice the same standards.