Does power corrupt? Not always. In fact, recent research suggests that we can change the way power affects us in order to help others and ourselves.
Research and Insights
Millennials have been called the “job-hopping generation.” But research reveals that Millennials are loyal and engaged when companies offer them ways to grow and make a difference.
Around the globe levels of trust are down. Fortunately, ethical leaders can take specific actions that signal we are trustworthy. In part one of our series on leading through the trust crisis, we explore generosity, a powerful but often overlooked strategy for building trust with strangers.
Focusing on long-term value creation is one of the best ways to lead ethically and build trust. In this series of videos Jean Bennington Sweeney, Chief Sustainability Officer at 3M, offers insights on making decisions for the long term good of people, profit, and the planet.
It’s the season to give thanks. Gratitude can have a powerful impact if leaders and followers are open to giving and receiving gratitude.
Exceeding expectations is a good thing. But according to new research, it comes with added temptations. Here's what to do when the pressure is on.
The corporate world has many mechanisms in place to prevent, assess, and address ethical violations in the workplace. But do these mechanisms really meet the needs of an employee facing an ethical dilemma? At our 5th Annual Forum in Chicago, we dove into the innovative field of design thinking in search of an answer.
Susan Ochs describes her take on organizational behavior, culture, and how to affect employee mindsets. From her extensive research and experience in the corporate world, she posits that the mental models and assumptions of employees have a crucial yet often overlooked role in culture management.
Tom Linebarger 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.
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.
Rick Lenny describes how to uphold and emphasize values in an organization. He expresses the importance of environment, leadership, and integrity to promoting values and ethics.
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.
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.
John Gordon discusses how missing a goal can release the gradual buildup of pressure to hit targets at any cost.
We all know that tone at the top is important: without legitimate, committed support from senior management, even the best ethics program will fail.
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.
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.
When designing ethics curriculum, focusing on the examples of failed ethics could actually decrease ethical behavior of students and trainees.
Frank Belatti describes a lesson he learned early in life about trust and keeping one's word, and how that has shaped his understanding of ethics and leadership throughout his career.
Knowing that hiring ethical people means building a better organization, what predictors can savvy employers use to assess a potential employee’s ethical fiber?
Bill McDermott 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.
Traditionally, teaching ethics involved reasoning through abstract cases. But after all we’ve learned through neuroscience, social psychology, and behavioral economics, it’s clear we can’t leave out emotion.
Barry Salzberg cites examples from his career where saying "no" was the best way to do what was right.
Owen Ryan describes a positive development he has noticed in the business community in recent years.
When it comes to carbon emissions, corporate instincts may be to keep levels quiet. But three accounting researchers find that disclosing may actually help a company’s financial performance.
Across the spectrum, researchers say, we’re all prey to thinking we’re more ethical than we really are. The good news is that there are proactive steps businesses can take to avoid common pitfalls.
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.
Reinforcing common values can be challenging across a huge company—but as the case of IBM shows, technology can make the process easier.
Weston Smith recounts how the pressures of hitting quarterly numbers and a culture of reaching short-term goals at all costs created a situation that eventually landed him in federal prison. He describes the rationalizations the company used, the slippery slope that followed, and the tipping point that made him decide to do the right thing.
At five bucks a pop and ten minutes per test, can your company afford NOT to do integrity testing?
Jim Sinegal talks through a decision to do the right thing for his employees despite an economic cost to the company. Sticking to your word, even beyond what might be reasonably expected of you, reveals true character.