Ethics Matter More Than Ever: The Energetic Kind

Business Ethics Case (I think it's the last one I had left). I proposed to my manager to do a project for a well-known Foundation that works with people with mental disorders. Reaction: A face of disappointment, and literally "well you do that project on your own". To be honest, it did not differ too much from the rest of the groups or targets. What I deduced: FIRST. He has prejudices and stigma regarding this group (with which he touched my balls). SESUNDO. Obviously I wanted to overshadow myself (you know the story). Business Ethics Case (I think it's the last one I had left).   I proposed to my boss to do a project for a well-known Foundation that works with people with mental disorders. His reaction: He made a disappointed face and literally told me: "well, you do that project by yourself". To be honest, it was not too different from what I had done with the rest of the groups or collectives. What I deduced:  FIRST. It has prejudices and stigmas towards this group (which touched my nose quite a bit). SECOND. Obviously, he wanted to upstage me (you know the story).     On the other hand, as an experience of vital and personal improvement, I proposed this, the assistance of this boy, who created an arm with lego pieces. ANSWER: STRATEGIC SILENCE. We are talking about a CSR department. WELL-KNOWN HAND SOLO. MY PROJECT MINIMIZES HIERARCHIES. IT DOES NOT ELIMINATE THEM. QUESTION: WHO WANTS HIERARCHIES LIKE MY FORMER MANAGER OR GENGISKHAN. IT ADVOCATES HIERARCHIES THAT ARE COMPETENT, WITH A MINIMUM OF TRANSPARENCY, COHERENCE AND OBJECTIVITY WHILE MAINTAINING ITS IDEOLOGY.

Morals guide the person; ethics guide the people. When a company’s ethics aren’t clear, conflict isn’t far behind. Let me explain. Ethics are shared; morals are our internal compasses. A company’s ethic isn’t about individual morals, it’s the shared commitments that guide its actions. Consensus is rarely perfect; it’s usually a negotiated agreement. And those commitments are shaped by outside forces, law, culture, economics, that create allowances and tensions. But when a company’s ethics aren’t clear or consistent, dissension and frustration are never far behind.

🌟 Ethics is not a policy—it’s a practice. In my career, I’ve learned that ethical behavior isn’t just about following written rules or compliance checklists. It’s about the daily decisions that no one sees, the choices that test your integrity when the stakes are high and the pressure is real. I remember sitting in a meeting where a funding decision could have been pushed through quickly with little scrutiny. It would have saved time. It would have been easier. But it wasn’t the right thing for the community. Stopping the process to ask hard questions slowed us down—but it ensured transparency, fairness, and accountability. That pause mattered more than the convenience of speed. In public service, ethics means: ✔️ Transparency – being open with colleagues, partners, and the community about how and why decisions are made. ✔️ Accountability – owning mistakes and correcting them, even when it’s uncomfortable. ✔️ Respect – treating every partner, applicant, and community member with dignity, no matter their position or resources. ✔️ Trust – understanding that the trust placed in us is fragile and must be earned daily. Ethical leadership is not always the easiest path. It often requires slowing down when others want to move fast, asking tough questions when silence would be more comfortable, and standing firm when it would be easier to bend. But over time, those choices build the trust and credibility that allow us to truly serve. 💬 I’d love to hear your perspective: What does ethical behavior mean to you when the easier path isn’t the right one?

More than just “guidelines”, ethics are the backbone of trust, culture, and long-term success. When leadership champions ethical behaviour, it trickles down, shaping every decision, every interaction, and ultimately, the company’s reputation. Today, more than ever, organisations that embed ethics into their DNA… not just as compliance, but as a way of working, stand out. This is a lesson to create a culture where people want to do the right thing, even when no one is watching.

Ethics, Efficiency, and Integrity in Procurement Lately, I’ve been reflecting on what ethical procurement really means in practice. In our field, efficiency often takes the spotlight — faster deliveries, reduced costs, improved lead times. But real efficiency, the kind that lasts, is built on trust and integrity. For me, integrity also means consistent communication. It’s easy to overlook, but clear and timely communication is a vital part of ethical behaviour — it reflects respect for both the process and the people involved. I once worked with a supplier who was to deliver lab accessories for one of our projects. Having worked with them before, we trusted them and made an partial payment as negotiated . But that’s where things went wrong — every follow-up brought a new story, calls went unanswered, and emails were ignored. Eventually, they failed to deliver, and what followed was a long journey to recover the funds. That experience reminded me that efficiency and ethics are inseparable, and they cut both ways — on the organization’s side and the supplier’s. Procurement is a partnership; it thrives on transparency, honesty, and accountability from both ends. Suppliers should trust that bids will be evaluated fairly, without hidden preferences or bias. And as procurement professionals, we must provide honest feedback, not silence. Ethics isn’t just a policy — it’s a daily practice. While we often talk about the Five Rights of Procurement — right quality, quantity, source, price, place, and time — I believe there’s a Sixth Right that binds them all together: the Right Ethics — doing the right thing, even when no one is watching. 👉 What do you think ? Shouldn't Ethics be a Procurement Right ?

Ethics: The Invisible Currency That Determines Longevity In the pursuit of success, many often underestimate one factor that silently dictates the trajectory of careers, businesses, and even reputations—ethics. Skills can secure opportunities, ambition can accelerate progress, but without an ethical foundation, everything built eventually crumbles. Ethics are not merely moral obligations; they are strategic imperatives. A reputation once compromised rarely recovers. The erosion of trust—whether personal or professional—is far more damaging than any financial loss. Consider these two real-world illustrations: 1. Corporate Deception Enron, once hailed as one of America’s most innovative energy companies, collapsed spectacularly when its accounting fraud came to light. Complex financial instruments may have masked the truth temporarily, but the absence of ethical leadership led to bankruptcy, criminal convictions, and the obliteration of thousands of livelihoods. 2. Personal Betrayal of Trust Lance Armstrong, celebrated globally as a cycling icon, was stripped of his seven Tour de France titles when systematic doping was exposed. His achievements, once inspirational, became synonymous with deceit. The lesson was clear—short-term victories secured through unethical practices often convert into long-term infamy. The takeaway is simple: ethics are not decorative virtues. They are essential guardrails. In a hyper-connected world where information is transparent and reputations are fragile, ethical conduct is not optional—it is non-negotiable. Success without ethics is fleeting. Ethics without success still commands respect. The rare individuals who combine both, however, create legacies that endure.

Today is Global Ethics Day. What makes compliance programs successful? Having worked in risk and compliance in an organization with 32,000+ employees from 100 nationalities taught me this: Ethics breaks down when people don't feel safe to speak up. Employees may stay quiet about risks. Managers may ignore harassment reports. I've investigated cases where what seemed normal in one culture crossed the line in another. But I've also seen what happens when leadership gets it right. Employees and third parties report cases with their contact details. Witnesses open up and share the full picture. The difference? Management that responds fast and fairly. When people trust the system: ↳ Reports come in before problems arise ↳ Issues get resolved, not silenced ↳ Teams start being proactive When investigations are truly unbiased: ↳ Everyone believes the process is fair ↳ Repeat offenders get stopped early ↳ Culture shifts from fear to accountability How can management teams help build trust: 1️⃣ Understand your people ↳ What feels respectful varies by culture ↳ Adapt communication styles ↳ Be consistency 2️⃣ Stay objective ↳ Remove personal relationships from decisions ↳ Follow evidence, not feelings ↳ Document everything 3️⃣ Make reporting feel safe ↳ Anonymous channels that actually work ↳ Quick acknowledgment of every report ↳ Zero tolerance for retaliation 4️⃣ Respond consistently ↳ Same process for executives and staff ↳ Clear outcomes shared appropriately ↳ Regular updates to reporters Ethics isn't about perfect people. It's about systems that detect problems before they become disasters. 💡What's one barrier to speaking up in your organization? ♻️ Share this to help build ethical cultures. 🔔 Follow Michelle Tatel for more insights on leadership and compliance.

🧭 The Seedhouse Ethics Grid: A Strategic Tool for Values-Based Leadership In a world of accelerating complexity, ethical clarity is no longer optional—it’s the foundation of trust, influence, and legacy. Whether you’re leading a team, coaching executives, or navigating systemic change, the Seedhouse Ethics Grid offers a structured way to make decisions that resonate with purpose and integrity. 👤 Invented by David Seedhouse Philosopher and health care ethicist David Seedhouse introduced the grid in Ethics: The Heart of Health Care (1988). His work remains a cornerstone in clinical ethics, education, and leadership development. 🧩 What Is It? The Ethics Grid is a visual framework that maps ethical decisions across four dimensions: • Purpose – What are we trying to achieve? • Values – What matters most? • Principles – What ethical standards guide us? • Context – What constraints shape our reality? It doesn’t give answers—it reveals tensions, surfaces assumptions, and invites principled dialogue. 🛠️ When to Use It • During high-stakes decisions with ethical implications • In coaching, leadership development, or team reflection • When teaching ethics or facilitating case-based learning • To align organizational choices with core values 🌟 Why It Matters • Builds ethical literacy and emotional intelligence • Enhances team cohesion through shared reflection • Supports transparent, values-driven leadership • Clarifies internal contradictions and ripple impact 📣 Call to Action If you’re a professional navigating complexity—explore the Seedhouse Grid. Use it to lead with clarity, coach with resonance, and build systems that reflect your deepest values. 📘 Citation: Seedhouse, D. (1988). Ethics: The Heart of Health Care. Wiley.

Advisors are reporting a scarcity of Ethics IAR CE versus Products & Practice classes.  Why?  Ethics content must tie directly to fiduciary duties, regulatory obligations, and real‑world conduct risks. That narrows topic flexibility compared with P&P topics about investment vehicles, portfolios, and practice. Teaching about fiduciary obligations is more delicate than teaching about financial product or practice methods. Moreover, product manufacturers have a business interest in providing free IAR CE credit about a product or practice aligned with their business goals. Still, this only partially explains why ethics IAR CE credit is relatively hard to find, and why finding high-quality ethics IAR CE content is even harder. Complicating the search, few providers of ethics IAR CE publish their full course catalog.  Read the full story here https://lnkd.in/epFeWY8Z

Ever wondered how ethics and professionalism stand as pillars in public health today? • Here’s why these elements are more crucial than ever. Why It Matters: Public health isn’t just about science; it’s about trust. At the heart of every health strategy lies the need for ethical decision-making. Trust is built on professionalism, transparency, and accountability. Consider the role of doctors during a pandemic. Their ethical responsibility isn't just treating patients but ensuring accurate information is communicated to the public. Real-World Scenario: Remember the widespread concern during vaccine rollouts? Professionals grappled with public skepticism. But by maintaining transparency and ethical practices, they nurtured trust. Actionable Insights: 1. Prioritize Transparent Communication: Whenever you face ethical dilemmas, open communication should be your first step. Lay down facts, clarify doubts, and allow for an open dialogue. 2. Uphold Professional Standards: Regular training and adherence to established guidelines ensure public faith. It’s vital for maintaining credibility. Practical Steps to Instill Ethics:  Audit and Educate: Conduct periodic ethics audits. Are practices aligning with ethical norms? Use findings to refocus training. Empower with Knowledge: Train teams consistently on ethical and professional standards. Regular workshops will foster a culture of integrity.  Lead by Example: Leadership should model ethical behavior, setting a standard for everyone else. When leaders demonstrate these values, it cascades downwards. Incorporating ethics into public health is about more than policy. It’s about trust, integrity, and doing the right thing by communities. How do you ensure ethical practices in your work? Would love to hear your thoughts!