Advancing Individual Ethical Conduct in Business
Connecting academic and business thought leaders to explore character ethics, the Notre Dame Deloitte Center for Ethical Leadership creates and disseminates content that is forward-looking, pragmatic, and provocative. Check out some of our most recent offerings from our To the Point: Dispatches from the Ethical Frontier write-ups and our Walking the Talk: Insights on Putting Ethics into Practice video series. Follow us on Twitter and check out our Google+ page.
A new study on high performance goals, depletion, and unethical behavior shows that it might be time to pump the brakes on the pressure and realize the potential harm it could be doing.
Cathy Engelbert, CEO of Deloitte LLP, discusses the importance of communicating an ethical tone from the top – and how recruitment and professional development play a part in building a culture of integrity. She also discusses how ethics and strategy are interwoven.
Tom Linebarger, Chairman and CEO of Cummins, gives his insight into dealing with difficult decisions. He offers a practical, simple approach to making the right call -- even when it feels like there is no right answer.
We all know that tone at the top is important: without legitimate, committed support from senior management, even the best ethics program will fail. But if you’re a huge company with multiple locations and operations, how do you spread the message of your values to your most remote employees? How do you tailor the messaging to be relevant to different units with different purposes? And how do you stay aware of what’s happening on the ground in each location?
Trainings are ubiquitous in the corporate world. In addition to learning about their actual jobs, employees go through trainings on their organizations’ policies, procedures, norms, strategies, and of course, values. But not all learning is created equal. When it comes to impacting behavior, consider leveraging the good old-fashioned power of story.
“Can I give you a little feedback?” It’s something we all hear or say from time to time, and what follows is often accompanied by awkwardness and anxiety on one or both ends of the conversation. But what if we could release the tension and leverage feedback on a more regular basis?
Ann Nobles, Former Chief Ethics and Compliance Officer of Eli Lilly, discusses how to navigate working in a highly regulated industry. She explains the importance of educating both employees and financial stakeholders on ethical standards in order to ensure a company-wide ethical approach to business.
Ethical decision-making isn’t always as rational as we often think it is. Here’s how subconscious priming can actually make people more ethical.
All companies need to have a code of conduct, but can most employees tell you what it says? At Georgia-Pacific, probably so. See how their innovative scenario-based training is changing the game.
John Gordon, Vice President of Strategy and Project Management for IBM's Watson Project, discusses how missing a goal can release the gradual buildup of pressure to hit targets at any cost.
When designing ethics curriculum, focusing on the examples of failed ethics could actually decrease ethical behavior of students and trainees.
Knowing that hiring ethical people means building a better organization, what predictors can savvy employers use to assess a potential employee’s ethical fiber?
Barry Salzberg, Global CEO of Deloitte Touche Tohmatsu Limited, cites examples from his career where saying "no" was the best way to do what was right.
Founded on interdisciplinary research and tested within the high-stakes environment of the United States Air Force, a conceptual framework used there could help take your organization to the next level.
At five bucks a pop and ten minutes per test, can your company afford NOT to do integrity testing?
Bill McDermott, CEO of SAP, emphasizes the importance of holding even top performers accountable to ethical policies. He tells of an instance in his career where this was especially hard to do, but was absolutely the right thing for the company.
They’re everywhere, and they can help—but it’s not automatic. Here’s how to ensure your mission and values statements make a real impact.
Why do people do the right thing?
The Mendoza College of Business and Deloitte share the ideal that businesses can be engines for creating good. At the Notre Dame Deloitte Center for Ethical Leadership, we believe that ethics can drive the business world forward and improve it toward this end. We aim to understand how ethical behavior is generated in work contexts, and then to disseminate that understanding to business leaders.
Notre Dame Ethics Week, which takes place annually in February at the Mendoza College of Business, brings in experts from a diverse array of industries to explore current ethics issues. This year, Ethics Week will span from February 8-11 and include talks from business practitioners, authors, and scholars. The talks are free and open to the public.
The NDDCEL Annual Forum
Our 4th Annual Forum in March at Deloitte University was a great success! This unique forum brought together a group of business practitioners and academics to explore breakthrough behaviors—institutional priorities that align company practices and promote success in all facets of the organization, boosting both ethical integrity and the bottom line. Read more about our speakers and takeaways here.