In an organisation that thrives to be an excellent company, its visionary leader usually oversees the continuing success of its promise to deliver superior service.  There is a certain expectation of a good company to become an ethical company in many increasingly more regulated marketplaces.  If the leader is as ethically savvy as they are visionary, then an effective communication of their vision on ethical business practices to everyone in the organization will be crucial. 

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The Leader

Actualises a code of business ethics, primarily codifying a set of desired behaviour that the organization adopts for all its internal & external interactions.

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The Code

Represents principles that are identified by a company to be of ethical importance in order to function in its industry, society & economy.

 

The Organisation

Shall learn to internalize the Code, then act and live by the Code.  

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There are generally some fundamentals that bring the Code to life and for an employee to familiarise with, such as:

• a shared value system of the organization  

• the leader’s message on `the company’s way of doing things by the Code’ 

• the language that resonates with the employees (easy to understand), yet the tonality on governance is serious   

• invoking a sense of responsibility amongst people managers to facilitate needful dialogues (tone in the middle) & to have oversight on conducts.

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So how should a Code of Ethics be orchestrated & effectively leveraged by the leader?

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