Ethics

Ethics in Conflict – Building a Strong Foundation

Whether or not a military force (or paramilitary force) is properly equipped to handle crisis situations in an ethical manner is a question that is truly worthy of consideration. Before asking oneself this question, however, it is imperative that leaders are certain that their organizations are grounded upon a solid, impermeable ethical foundation. Ethical conduct simply cannot be expected within an organization that is under pressure if it is not expected when the organization is simply involved in daily, commonplace operations.
Police services and the military have enormous powers conferred upon them by the state. Each has the ability to restrict or remove individual liberty and both have the overwhelming and unenviable right to use lethal force where necessary. These powers are, in large measure, the basis for citizens’ demanding that our organizations are founded on strong ethics, principles and values.
In the vast majority of cases, especially in days gone by, the military’s focus has been other than domestic. When they are dispatched to any operational situation anywhere in the world, including here in Canada, they very often become very involved in the domestic life of that country’s citizens, however.
As time passes and one views the tasking being given to Canada’s military, one can see more and more that the role is that of peacekeeper rather than warrior. This reality brings our military and our police even closer in terms of roles, responsibilities, values, principles and ethics.
Some of the Challenges
There are some realities within the culture of paramilitary organizations that may cause significant interference with effective communications both internally and externally. It is incumbent upon the leaders of these organizations to recognize, accept and properly counteract any negative aspects of their organizational culture.
It is not sufficient that a leader possess impeccable values. The leader must demonstrate these principles in daily interactions with others, and the leader must communicate these values to all employees regularly, consistently and unashamedly. There must be a very clear understanding by each and every member of the organization that ethics, values and principles are simply non-negotiable.
All too frequently, when an individual is discovered to have been involved in unacceptable behaviour, the ‘bad apple’ theory is held up as the answer. A ‘bad apple’ grows and develops in an environment that either condones or ignores the early warning signs, or in some cases tacitly approves of the indicative behaviour.
The difficulty with the ‘act and react’ approach is that it is often seen by the junior ranks as, at best a witch-hunt or at worst a hollow inquisition with obvious ulterior motives. Occasionally, some view the curative measures that are imposed as knee-jerk reactions to isolated incidents. As a result, there are virtually no long terms benefits realized. Occasionally, such actions can actually have significantly negative consequences.
This is not to minimize the general and specific deterrence of swift, impartial action by the administration. It is imperative, however, that the organization be alive to any and all signs of larger, more insidious issues and take proactive measures when and where appropriate.
To fully understand how misconduct can take place, and more importantly, how it is sometimes viewed by the transgressor’s peers, it is vitally important to take a close and critical look at the organizational culture in which the misconduct occurred. This examination can take several forms but the most fruitful may be a bottom-up, holistic approach.
Defining the Organizational Culture
Military and paramilitary organizations have, over many years, developed a culture they can truly call their own. Moreover, units within these organizations develop subcultures that must also be recognized. This is especially true of specialist or ‘elite’ units.
A good starting point for the analysis of any organization in terms of values, principles and ethics can and possibly should begin at the front lines. This analysis can help to identify the symptoms of any irregularities within the culture.
The Cultural Evolution
Activities and behaviours within a particular organizational culture sometimes indicate values and standards that differ widely from those outside that culture. This is not peculiar to police or the military. Almost every single organization in every conceivable sector has it own, individual culture.
Organizations that tend to have their own ‘language’; their own specific identity; their own atypical rules; are more susceptible to developing a culture that is some distance from the culture of mainstream society. The members of the organization often believe that their world is too different, too complex and too onerous for anyone outside the organization to begin to understand. This belief is the likely foundation of peculiar cultural values.
Until quite recently, police services were very definitely apart from society. Although they are sworn to serve and protect society, this sworn duty was most often performed in the manner decided upon behind closed doors by the police services themselves.
With the advent of Community Policing, Community Policing Advisory Committees, Community Satisfaction Surveys and other similar Law Enforcement efforts, any mystique that may have existed is being stripped away. Police officers are being seen more and more as human beings with all the human frailties everyone else in the community may possess. In short, the public is now more willing to believe that their police officers are capable of committing not only acts if misconduct, but also criminal acts.
There is no shortage of Internet sites that exist to report on police misconduct. In one particularly poignant example, it is alleged that an off-duty police officer had had a physical altercation with a member of the public in a bar. The account of the fight included the civilian suffering convulsions, being attacked with a pool cue and having one of his eyes dangling on his cheek as a result of the beating. As it turned out, there was an altercation but it in no way resembled the account offered on the Internet. The altercation could in no way be described as a beating and the civilian did not suffer convulsions and did not have an injury to his eye even remotely resembling that described.
Anyone reading the original account would have been left with the disturbing impression that the police officer had been involved in a vicious, prolonged beating of an innocent civilian. Given the millions of people who regularly surf the Internet, there is a very real likelihood that there are many people who may have read the account and believed it.
The result of this new pressure on the police is that the public may be more prone to believing that the police are capable of heinous acts. When one considers the impact and frequency of the Rodney King video that played and replayed on television sets across North America, it should not be surprising that the public has changed it opinion of the probability of the police involving themselves in criminal acts. Disturbing photographs of military behaviour in Somalia have brough similar pressure on our armed forces.
These realities raise the bar in terms of the public’s expectations of police officers and members of the military. If the public is now more prone to believing it is probable, or at the very least possible that police or military personnel can be involved in these types of loathsome behaviours, it is incumbent upon police and military leaders to create and/or maintain ethical, highly principled organizations that are open to significant scrutiny by the pubic. Transparency has become vitally important.
When the behaviours move too far along the acceptable-unacceptable continuum, the organization may begin to experience considerable toxicity.
In looking at some particularly heinous examples of this phenomena, this evolution to can more appropriately be described as devolution. Every time an unacceptable behaviour is permitted, ignored or condoned, it becomes the new standard for a second, slightly more unacceptable behaviour. This second behaviour sets a standard for a third, and so on…
In the Rampart Division of the Los Angeles Police Department, incidents of serious assaults, robberies and even murders occurred; allegedly at the hands of sworn police officers. These unbelievable acts were the direct result of the devolution of the culture having been allowed to grow totally out of control. The illegal acts in Rampart are, thankfully, atypical of the vast majority of police departments in North America. They remain, nonetheless, examples of what can and does occur if the cultural devolution is not monitored and corrected. They are examples of what can occur if the leadership is inattentive; not listening to the heartbeat of their organization; not in touch; not listening to the cries for help from their various constituents.
The Code of Silence and The Thin Blue Line
There is a fervent belief, by some, that the police are all a part of the last bastion between good and evil. There is a view held by some that they must stand shoulder to shoulder regardless of the situation; that all are members of the ‘Thin Blue Line’. This mindset can frequently foster other, more serious problems within a police organization.
One of the first questions that must be asked is not simply whether or not there is a ‘Code of Silence’ prevalent within the unit or organization; for the answer to that is simple – Yes there is.
The breadth and depth of the ‘Code of Silence’ are the more important dimensions to define. The answers to these questions are frequently the bellwethers of problematic beliefs or values within the culture of that organization.
The Code of Silence drops like a curtain whenever it appears that one or more members of the organization may have crossed that vaporous line between acceptable and unacceptable behaviour.
Time after time, when an internal affairs department or an outside agency begins to investigate allegations of wrongdoing within a particular police organization, memories become vague, vision becomes blurred and details become illusive.
Within the culture, there is an unwritten rule that officers do not inform on one another. This is, in part because of the belief that they must protect one another and also that only another cop understands what they go through on a daily basis; that many of these investigations are the result of individuals not knowing the harsh realities of policing; that they must stick together.
Cops dislike dirty cops. This is a strongly held belief inside and outside police organizations. The line between somewhat soiled and dirty is very difficult to define, however. Unfortunately, some wrongdoings are condoned, or at least ignored, while others are not. The two lists vary considerably, depending on who is composing the lists. The difficulty, of course, is the subjectivity and occasional self-interest that sometimes seeps into such assessments.
Once the ‘Code of Silence’ question has been investigated, there are other, more particular questions that the administrator must pose:
ž What behaviours have become acceptable within the culture that would not be acceptable outside it?
ž How prevalent are these behaviours?
ž Are these behaviours a ‘right of passage’ into a particular unit?
ž Are these behaviours an indication of the ‘Three Musketeers’ mentality?
ž Are these behaviours being condoned or simply ignored?
The answers to these questions will provide some self-evident guidance to police leaders as to the depth and breadth of the issue within their organization.
Noble Cause Corruption
Often times, the noble ideals that motivate men and women to enlist in a police service are the very same qualities that motivate them to behave inappropriately. These men and women do not act as they do out of some evil intent. They do so with the noblest intent. Tragically, these situations often have terribly unhappy consequences.
We in Canada have had numerous examples of this reality; especially since DNA technology has arisen as a tool in the detection of crime. As we now can see, there have been numerous examples of wrongful convictions, based upon the investigations by hard-working, tireless, honest, dedicated police officers.
One need only look at Donald Marshall, David Milgaard or Guy Paul Morin to see how tragedy has befallen these three men, and others, as a result of a steadfast belief in their guilt by a host of people within the Criminal Justice System during their investigation, detention and prosecution.
In the village of Queensville, Ontario, 8 year-old Christine Jessop disappeared. Some time later, her partially clothed and violated body was discovered. It became absolutely imperative that the person who perpetrated this heinous crime be found and brought to justice. In due course, Guy Paul Morin was arrested and charged with her murder. After a series of trials, he was imprisoned for the crime.
As history and science now tell us, Guy Paul did not do it!
As a result of DNA testing, Guy Paul Morin was acquitted after having spent years in prison. The fact of the matter is that he did not commit the crime for which he was incarcerated; yet those involved in the investigation of the crime were utterly convinced of his guilt.
Investigators, investigative supervisors, forensic scientists, crown attorneys and others held this zealous belief in his guilt. It was only after an exhaustive public inquiry that all of the details of this tragedy were fully explored and finally understood.
In almost every case, these wrongful convictions can be attributed, at least in part to ‘Noble Cause Corruption’. It is, in short, a phenomenon that can best be described as the ‘Ends Justifies the Means’.
This is not a phenomenon that exists only in policing. It can and does exist in any organization that values operational goals and/or tasks as indicators of success. There may be, and very likely are examples of Noble Cause Corruption within the military as well.
Police and military personnel are very task oriented. If they are given a specific goal, they will do what is necessary to meet or exceed that goal. If the goal is poorly defined, the efforts toward its attainment may go awry.
In the Guy Paul Morin situation, and many others very much like it, the goal was simple: Catch the bad guy! The missing aspect to the goal appears to have been the words ‘properly, impartially and justly’.
Because of significant pressure from the public, the media and the administration, it became imperative that the individual responsible for this atrocity be identified, arrested and prosecuted quickly. Unfortunately, it was the wrong person.
Similar tragedies can and do occur far too frequently for similar reasons. In a rush to judgement, investigators and others can develop tunnel vision, impairing their ability to objectively pursue appropriate suspects.
There are other aspects to the organizational culture of policing and the military that bear examination and understanding.
In these types of organizations, the need to belong is powerful. In combat or crisis situations, this is an important and vital characteristic. The reliance of one upon another or one upon the unit can and does preserve life. Perhaps part of the difficulty with this mindset results from the values of the warrior permeating peacekeeping operations.
In these types of organizations, an individual who rejects as unacceptable some piece of the organizational culture runs the risk of at best, being ostracized and at worst, becoming a target of the culture itself. There are examples of such happenings in many organizations across North America. In far too many cases, the Musketeer Mentality demands that everyone stand as one and dare not stand alone.
The Role of Associations
Another situation that has emerged somewhat recently is the militant position assumed by associations. In some cases, associations have minimized their mandate as champions of professionalism and have, for reasons known only to them, assumed the mandate of weakening the strength or impact of the leader of the service. In some cases, it has been reported that association leadership has investigated methods used by other militant unions/associations in other jurisdictions. One such report indicated that advice and counsel was received from the association that represented officers of the Los Angeles Police Department. Given the Rampart situation, this is a frightening thought.
This strategy can have significant negative impacts upon the effectiveness of the police service’s executive. At the very least, this diversion can have a very negative impact on the tactical operations of the service or the strategic planning efforts of the organization.
As much as organizations and their leaders may try to appeal to the self-actualization aspirations of their employees, various groups appear to operate at a much more basic level, from time to time.
When perusing a variety of police association and/or union literature, one frequently sees articles and points of view that speak to job security, personal security or other related topics. If an individual’s priorities involve self-preservation and/or job security, it is hardly surprising that the loftier goals of the organization fail to make the ‘A List’. When a group is engrossed in thoughts of self-preservation, it is not surprising that ethics, values or principles do not receive their undivided attention.
This reality simply underscores the need for leaders to be very clear and unwavering in their communications with employees. The underlying need for personal reassurance frequently interferes with messages being sent from the head. Meaningful and effectual communication ceases to exist.
Organizational Accountability and Supervision
In organizations that ‘grow their own’ supervisors, managers and administrators, there can be a leaning toward indifference of some misconduct. This inevitably results from having ‘been there, done that’. The graduation from front line through supervisor to administrator sometimes fails to take this reality into consideration.
There is a need for a level of experience in senior police ranks that can only be attained by having moved up through the organization. But along with that experience may occasionally come some unhealthy beliefs and inclination toward wilful blindness.
As individuals embark upon their ascent of the chain of command, they undoubtedly carry with them varying amounts of sympathy, empathy and indulgence. This level of unresponsiveness may vary, depending on their particular career path.
When these characteristics begin to muddy the waters of appropriate supervision, accountability and authority, however, they may begin to sow the seeds of future organizational difficulties. It is also blatantly unfair to each and every member of the organization. When a supervisor, manager or executive entertains the notion that ‘boys will be boys’ or something akin to that, it is time for serious self-examination. Serious, thoughtful, well-planned and well-designed supervisory training is a tool that must be employed to help minimize the impacts of some of this inappropriate baggage.
The Executive
By the time an individual is at the executive level of an organization, there is a significant gap between their post and the front lines of the organization. This gap frequently causes the leader to steer his or her course using old, outdated charts. This necessitates having a process in place whereby the leader can frequently and regularly ‘take the pulse’ of the organization’s front line service delivery personnel.
Frequently, those who lead organizations possess marvellous ethical qualities. All too frequently, however, their expectations of the organization are based upon their own personal values and beliefs, which are not shouted from the rooftops.
It is imperative that leaders proclaim their ethical expectations of every member of the organization in a loud, clear voice. A leader cannot simply expect that those who follow do so with the same ethical fervour as they do. In fairness to everyone in the organization, the leader’s values must be clearly communicated to all, so that those within the organization behave with the full knowledge of the likely impact and consequences of their actions – good and bad.
In any organization, the impact of the leader should never be underestimated; and there are many eyes that are watching. Actions speak far louder than words. ‘Walking the Talk’ is the only possible option.
A Foundation for Times of Conflict
Whether or not a military force (or paramilitary force) is properly equipped to handle crisis situations in an ethical manner is, without a doubt, a critical consideration.
For military leaders to have confidence in the ethical nature of their units, it is crucial that the leader instils and demonstrates day-to-day personal, organizational and operational ethics in a consistent and demonstrable fashion.
The methods whereby individuals are directed, evaluated, recognized and rewarded must take into consideration the need for clear goals and objectives, honest and forthright evaluations against well-known and measurable standards, supervisory and management accountability and frequent but sincere recognition and reward.
When sculpting such an organization, the leader must plan each move within the framework of the organizational culture that prevails. Appropriate measures must be in place to anticipate, recognize and properly deal with various challenging aspects of the culture. The leader must be ready, willing and able to operate in a manner that is open to intense scrutiny. Nothing less can be contemplated.
It is only when the organization possesses an impermeable ethical foundation that the leader can hope to deliver on the promise of a highly ethical service during times of crisis.

Bob Fitches is a consultant to small and large organizations. He has worked in these fields for a number of years and offers executives and others insights and advice on building and maintaining ethically strong, values-based organizations. As well as having a successful consultancy, Bob is also a Life/Personal/Executive Coach and a much sought-after public speaker. Bob can be reached by email at rjfitchesinc@bellnet.ca, or toll free at 1-888-325-6164.

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Do We Really Need To ?Teach? Ethics?

I always find it curiously interesting when universities feel compelled to introduce courses on ethics to their student body.
This is because ethics essentially reflect, or at least, are supposed to reflect our basic core human values. Well if this is the case then do we not already have deep within each of us an awareness of such “human” values?
We should, that is if we are card carrying human beings. The idea that ethics, and hence core human values need to be “taught” to human beings is a sign that something has gone awry.
Have we forgotten our basic human values or even worse have we stopped being human beings? Well when you look around on this planet at the multitude of “inhuman” i.e. “unethical” acts you might come to the conclusion that human beings have disappeared from the face of the earth. If you’ve ever seen the 1950’s classic movie “The Invasion Of The Body Snatchers” I think you’ll see what I mean.
It is my feeling that there are still human beings on this planet albeit in a very unconscious state. By unconscious I mean that they are unaware of who they truly are and what they truly feel about their own choices. “Feeling” here is a crucial element of “knowing” when a choice is aligned with a deep core human value and when it is not.
For instance, when you notice some of the violence that occurs on the planet, the only thing that tells you that it is “unethical”, “undesirable”, “inhuman” and therefore “against” your core human values is the “feeling” of sadness that you feel about what you are witnessing.
The feelings themselves have embedded in them and are a living example of your core human values. It’s when you stop feeling these feelings, that is become desensitized, that you lose an awareness of your values. That is when you stop being human.
You see, the feelings I just mentioned above tell you automatically when a choice that you are about to contemplate is a “human” choice. By “human” I mean that it is ethical, morally right, in your best interests and in the best interests of all humanity and the planet.
By feeling these feelings you are automatically guided or directed to morally higher ground. It’s when you don’t feel these feelings that you have lost any idea of what “morally higher ground” even means. That is you have lost the only reference point by which to run your life in a manner that is fitting for a human being who has any integrity.
So you see teaching ethics is akin to teaching someone to be human. Does this feel right to you? You probably thought you were already human didn’t you? Isn’t it simpler to help individuals reconnect to who they are and what they already know deep within?
Individuals, in my view, progressively lose their connection with their “human-ness” the moment they experience some form of emotional trauma during their lives. By trauma here I mean even something as simple as your mother not coming to feed you instantly when you cried out for food as a young infant.
You see we are “all” carrying trauma that is associated with enormous amounts of emotional pain. In order to function as an adult it becomes necessary to cut ourselves off from this pain. In doing so we also cut off the feelings I mentioned above, those associated with our core human values. This cuts us off from our own human-ness.
When this happens we find ourselves prone to committing inhuman acts that further traumatize others and ourselves. Hence the pain accumulates and the need to “numb” ourselves from it does as well. Isn’t this how “human” history has played itself out?
This is the reason that so many individuals are taking antidepressants today. Depression is simply what one feels when one is carrying all this pain. You’ve heard the expression “walking around like a zombie”? This is where a lot of individuals are today. They walk around totally numb to what they are feeling, especially their human-ness.
So if I’ve gotten your attention and you would like to find a way back to your true human self kindly visit the web link below where you can download a special message from me.

Dr. Nick Arrizza is trained in Chemical Engineering, Business Management & Leadership, Medicine and Psychiatry. He is an Energy Psychiatrist, Healer, Key Note Speaker,Editor of a New Ezine Called “Spirituality And Science” (which is requesting high quality article submissions) Author of “Esteem for the Self: A Manual for Personal Transformation” (available in ebook format on his web site), Stress Management Coach, Peak Performance Coach & Energy Medicine Researcher, Specializes in Life and Executive Performance Coaching, is the Developer of a powerful new tool called the Mind Resonance Process(TM) that helps build physical, emotional, mental and spiritual well being by helping to permanently release negative beliefs, emotions, perceptions and memories. He holds live workshops, international telephone coaching sessions and international teleconference workshops on Physical. Emotional, Mental and Spiritual Well Being.
Business URL #1: http://www.telecoaching4u.com

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Positive Experiences Come Back 10 Fold

How many times have you needed to call for a service such as carpet cleaning? Mechanic service? How about a more serious issue such as a flood service?
Did you find that looking through the phone book just doesn’t give enough info and searching online pops up to many unreliable, irrelevant leads? Either way, I personally find it hard at times to find quality, fast reliable service.
For instance, I thought word of mouth was the best way to get what I am looking for. So I talked to a friend when my car broke down. “Sure” she said, I know just the place. After agreeing to pay a ridiculous price for a fast turn around, I thought money talks, right? Not in this case, 2 weeks later my car is still in the shop and the price has doubled.
Well after explaining that I found the part myself for half the price they were charging, I would just have it towed to my location to fix it myself. I am quite handy and knew how to fix the problem, but I was going to pay so that I would not be under the hood when I needed to be out working. Trouble is I work from that vehicle and after 2 weeks you can get pretty hungry with no income.
After the manager found out that I was taking my vehicle, they cut the price in half and I agreed to let them try again. We will see how that turns out. The point that I would like to make is that I see it all to often. I see companies take on more work than they can handle or put the same person on the back burner over and over again. I am a victim of that and it feels terrible. Do you think I will send them any biz?
When I started my company Moore Services in 1997, I knew that word of mouth is the most respected advertisement and I wanted just that, a respected name that my customers could count on. From the first day of business, and even now my goal is to build a solid customer base of repeat satisfied customers. Now I have pride knowing that I still have many of my first customers all because of situations that had a negative impact on me. What I mean by that is, I knew I didn’t like to be ripped off or taken advantage of and I sure don’t want a single one of my customers to feel that way either.
Sometimes you just need a fast response and hope for the best after making one phone call. I spend each day making sure that all of my customers feel that calling me is in fact that one call they can trust time and again with out a doubt if they need me. If you or a friend run a company, remind yourself of the frustrations you deal with and turn the situation around to make positive impressions and experiences for your customers. They will thank you 10 fold I promise. Try to confront every frustration as a new learning experience share a smile knowing that you would never do that to a friend or a customer.
For every bad day you have, make someone else’s day a good day by giving them a no hassle experience. Remember, it comes back 10 fold maybe even 20 if they have that many friends and relatives. From 1 to 10 to 100 to 1000. Now that is a lot of happy customers from just 1 happy customer. Just imagine if you gave that one person a negative experience.

Anthony Moore

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Dallas Carpet Cleaning by Moore Services
Perfect record with the BBB

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Pragmatic Ethics; Are You a Liar in Disguise?

Have you ever met someone who puts themselves out as ethical at every turn, always talking about ethics like a Catholic Priest who is screwing little kids behind everyone’s back yet preaching the Holy Bible the rest of the time? These pragmatic ethically challenged individuals are everywhere. Just when you think you have found an ethical person, as you learn more you find that their ethics only go so far. Kind of like a man who talks of family values then screws other woman on the side and beats their wife.
Many people reading this know they are liars, yet try to conceal it, when in fact they are unfit to lead. They wonder why their business associates and friends are not long term, but only because they have never looked in the mirror to see what they really are. Are you a member of the Pragmatic Ethics Society; are you a liar in disguise? I think you are and I am a pretty good judge of character too. But what can we expect from a human? And with this truth how can we maintain the forward progression of the human race with you in it; that is to say all you Pragmatic Ethics Practicers?
They say you can only believe none of what you hear, half of what you read and most of what you see? Do you ever wonder why this is? It is because of people like you. Who sure have ethical value, as long as it suits you; that is to say as long as it is not too inconvenient and people are watching. But if you can gain from cheating, lying or concealing, you are all over it like a fly on feces. Are you afraid that people will find you out, find out your are full of crap and unethical by nature and nurture. Tell me how does that make you feel? Or do you even care anymore? Are you ethically challenged, a pragmatic ethics or can we just simplify all of this and call you a Liar. Think on it.

“Lance Winslow” – Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

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In Search of Integrity

When Merriam-Webster assembled their list of most searched definitions for 2005, they could easily reason why certain words would make the list. Levee, tsunami, filibuster, and refugee were tied to events during the year. Even insipid was explainable due to the timing of the hits and comments made by Simon Cowell of wannabe singers during American Idol. Yet one word, the top word, seemed to be more wide-spread than caused by a single event. The word: Integrity.
More people searched for the definition of integrity than any other word during the year. The searchers were potentially hungering for the days when one’s words coincided with their actions under an umbrella of honesty and morality. There was a day when one could trust their supervisor to have concern for their interests and for the heads of the organization to be concerned about the future of the people working for them. You could work for a company your entire life and depend on them in retirement.
Yet in 2005 we saw cuts in pensions for retirees, the threat of double digit pay cuts, and hefty benefit reductions for workers across industries and supply channels. Even former lifelong employers like Ford, Sears, GM, Kmart, and others announced new layoffs while upper management seemed oblivious to the hardships created for their employees.
For Baby-Boomers, integrity in the business world seems to have vanished – evaporated from a glass once half-full.
People want to trust their customers, employees, and employers. At the same time employee theft is on the rise, pension funds are being raided, and customers are increasingly treated as interruptions.
Integrity slips away quietly even under the loud cries of those that inevitably see it happening. Customers complaints silenced by uncaring frontline employees or deaf managers and owners. Leaders isolated from the frontlines of the operations. Employees seeing owners buying beautiful new cars and homes while payroll and benefit deductions are reducing discretionary income.
A Life Lesson from Kmart
Failed integrity is often the result of good intentions derailed by business needs. While working at Kmart in the mid-1990s there was heavy investor pressure to the number of out-of-stock items in the stores. Wall Street was bitterly complaining about Kmart’s slumping market share, blaming the empty store shelves as a customer turn-off. Anderson Consulting had been brought in to assist in determining a way to get the merchandise on the shelves, especially during ads. At first the program had noble intentions.
A vendor report card would show each manufacturer which shipments were late so that supply chain impediments could be identified and eliminated. Unfortunately red ink was beginning to show on initial balance sheets and the scorecard became a way to generate revenue through penalties. Kmart’s president at the time had used the same tactic to save a supermarket chain ad previously led from almost certain bankruptcy. Before long the program was assigned huge income goals which destroyed many longtime vendor relationships.
As the manager of vendor development, I had been the most visible executive on the program in its early days, teaching vendors how to use the scorecard. As pressures built to generate revenue from the scorecard through vendor fines, I resisted. As the face of the scorecard, upper management spun off the compliance program and left the scorecard and training program under my responsibility while a different team was chosen to automate and expand the compliance program. As it grew to a nine figure income stream, my continued training and consulting duties solidified vendor thoughts that it was still my program.
Knowing what I know in hindsight, integrity would have taken me down a different road.
So it is with integrity. People do not judge your integrity by motives or intensions. They discern your integrity by outcomes.
My experience, exhaustive research, and interviews with experts, I developed a concept I call Trust Ball™, a vivid correlation of integrity, honesty, and trust built on the game of baseball. It follows a simple notion that trust is disciplined game with procedures and rules that make it easier to follow and understand. Just as in baseball, you get to go straight to the batter’s box when you first encounter a new individual or team. If your initial impression conveys honesty, integrity, and trust, you get to move to first base. Specific attitudes and actions will allow you to move around the bases, one at a time, until you eventually score a home run. If at any time you break one of the tenets of trust, it constitutes an out and you must return to the dugout. No longer can you simply go to the batter’s box, from this point on you must make a stop at the on-deck circle before you can get back into the game.
Five Important Questions
When you are faced with a new situation, policy, procedure, or opportunity (which I’ll refer to singularly as an “event”) ask yourself these questions:
1. How does this event apply to my personal belief system?
2. How will others view this in hindsight when the event is over?
3. If something goes wrong or is changed/expanded/shifted in mid-stream, how will others in hindsight view me?
4. What can I do in advance to prevent a negative impression of my integrity and honesty when the event is occurring and when it is completed?
5. Is the price worth it?
Integrity is an essential leadership quality. What are you doing in your day to destroy trust? Are your words consistent with your actions? Do you catch others off guard or do they know what to expect from you? Master integrity and you will build relationships stronger and faster than you ever imagined possible.

Rick Weaver is an accomplished business executive with a wealth of experience in retail, market analysis, supply chain enhancement, project management, team building, and process improvement. Building on a strong retail background, Rick moved to full supply-chain involvement, working with hundreds of companies to improve sales, processes, and bottom-line results.
As Rick’s interaction in varied industries expanded, he became troubled as he increasingly noticed that people and companies had untapped or unfocused talent.
Coupled with Rick’s passion for training and development, popular style of interactive workshops and seminars, and strong desire for continuous improvement, he founded Max Impact Corporation to be singularly focused on helping individuals and organizations achieve high performance.
Rick is a popular speaker at seminars, workshops, and conferences. He has spoken in 43 states, including Alaska and Hawaii, and in Canada and Puerto Rico. He is available to speak at groups of all sizes.
Contact Rick at 248-802-6138 or rick@getmaximpact.com.

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RFID and Business Ethics

RFID stands for Radio Frequency IDentification.
Its supporters tout its amazing power to streamline it supply chain. I am in agreement with those supporters. RFID will significantly increase the efficiency of supply chains. The problem with RFID is that the RFID tags will be released into the world and become a privacy and security nightmare.
I think that the true potential of this technology is as big as the internet. That is a bold statement, but think about it. The internet is electronic content in small pieces linked together. RFID taken to its logical limits becomes the internet of things. Imagine if every thing made in the world could shout out its existence. If you have enough RFID scanners and internet capacity you could place every man made object in its GPS location. Get your mind around that for a second. Every manmade object with real-time global placement.
This ends many things: cash, theft, and privacy.
Why would world wide RFID end cash? There would be no need to exchange currency because all of everybody’s possessions would be tagged. You go to a store you pick up what you want and then you leave. No stopping at the cash register (the cash register will be a relic like the slide rule) the RFID readers at the door know who you are and what you came in with and what you are leaving with and will debit you cash at the bank or put it on your credit card.
Why would word wide RFID end theft? Why steal anything the police will just pull out their PDA and find the item and arrest you. Also don’t try to cheat on your taxes the government all ready knows what items you posses.
The end of cash and theft sound like a wonderful ideas, but remember someone knows all that you have purchased where from and how much you paid. Do you want your child or boss to know every purchase you have ever made. Better not pick up that resume book at Barnes and Nobles because you boss who subscribes to a futuristic RFID listing service will be able to know you are looking for a job. I hope you never have an ex boy or girl friend track you down with the serial number from that pair of jeans they bought you. True world wide RFID is the “Internet of Things” (term taken from the book SPY CHIPS and website www.spychips.com) will end privacy.
Now governments are putting these RFID Chips into Passports and Drivers license. Public schools are tagging your children so they will be able to know who sneaks away for an unauthorized bathroom break. They use the same technology on your kids as ranchers use on their livestock. A government agent will be able to follow you around town from the comfort of a Fort Meade computer center. The potential for abuse is staggering. I feel that this issue is as significant as Cloning but it is not getting the press in the mainstream media. This is because the mainstream media is bought and paid for by corporations pushing RFID.
I am a Conservative Christian Business man. I believe in the right of business to make a profit if they work hard enough. On this issue I find my self allied with the far left fringe. This is because business is looking at the short term bottom line and not the long term effects on the world we share. Who wants to live in a world without privacy?
I call on businesses to think about your RFID strategy and its effects on the world we live in.

Brian Davis – Privacy Expert
Consumer advocate

http://www.DSBSecurity.com/

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Two Important Keys to a Successful Business-Integrity and Reputation

As a business owner and coach, I come across the issue of building integrity and reputation on a daily basis. It is something I feel strongly about, as who can build a business without integrity and a good reputation. As business owners, we know that if we want repeat business and referrals (both of which are the foundation of growing our business) then we need to include integrity and reputation in everything we do. Now, this may sound like common sense, but sometimes business owners forget these 2 important key concepts and make a mistake. That one mistake, let’s call it a step forward, can take their business back 20 steps. From time to time, it may take them so far back that they won’t be able to recover and their business will fold. So how can we, as business owners ensure that we are continually moving forward in building our integrity and reputation in a positive light? Actually, if we remember a few simple “rules,” then we can continue to build and grow.
Rule 1- Always be timely.
I know, this sounds like common sense, but how many times have you been told something, and it has not been carried through. For example, you ordered a birthday present and it was promised you would receive it in 2 days (1 day before the birthday), and then not received it for 4 days. Now you don’t have the gift to give because someone was not timely. This is a simple example but I as a business owner live by this rule. In fact, if I tell someone I will have their project to them by a certain time, I shoot for 24 hours before. Why do I do this? What happens if I plan to send it to them when it is due, but oops, my hard drive crashes? They don’t get the project on time-even though it was finished in advance, and it puts them behind. This does not help my integrity or reputation, and it will probably affect if the client will do business with me again, or not.
Now, all of us understand that acts of God can interfere with our work or we can make a mistake (after all, we are all human). It’s bound to happen sometime. So what do we do?
Rule 2- Always be honest.
This is a hard rule to live by, because sometimes you are so ashamed of your mistake, you don’t want to admit your foolishness. Let me share a horrifying mistake I made that could have destroyed my business. I was creating an e-book for a client. I found beautiful pictures which I designed the cover with and added throughout the book. I sent the book to her and she was delighted. The day before she was to send it to her webmaster to get it added to her site, I happened to realize that the pictures were not royalty free, which means we did not have permission to use them. I could have pretended I didn’t know and let the book go on the market and hoped that no one said anything about the pictures and my client didn’t get in trouble. I didn’t do this. I embarrassingly relayed my mistake to my client as soon as I discovered it (who is by the way, still my client). Because I was honest, she was understanding. Now, do you think I charged her to fix this mistake? See the next rule.
Rule 3- Always fix your mistakes immediately.
Do you charge for your mistakes to be fixed? Absolutely not! It is not your client/customers fault that there was a mistake! How did I fix my big mistake? I went and bought royalty free pictures (with my money). I then redid the whole book (on my own time). I stayed up late that night and got the book fixed and ready to go. My client did not have to pay out a dime for my mistake. I took full blame and then went the extra step to fix the mistake. This client has been with me for a year now, and continues to refer me to everyone she comes across. We have a wonderful relationship, that could have been ruined had I not followed Rule #2 and #3.
Now these are just 3 rules to help you along the way in your business. There are many more things we must do to build our integrity and reputation, but if you follow these 3 rules, you will not take those 20 steps backwards, but go 20 steps forward.
If you would like to see the book I did for my client, Kimberly Chastain, you may visit her at www.kimberlychastain.com and check out her newest book “Help, My Preteen/Teenager is Driving Me Nuts!” If you have preteens/teenagers or children who will eventually hit these stages, this is a fabulous book!
In the meantime, take the extra steps to grow your business by being an honest, timely, and committed business owner!
© 2005 JERPAT
You have permission to reprint this article electronically or in print, as long as the text and byline remain unedited. A courtesy copy of your publication would be appreciated.

Patty Benton is the owner of JERPAT Virtual Assistants and JERPAT Web Design, http://www.moretime4u.org, which provides affordable administrative and web design support to coaches, small businesses, religious organizations, and realtors. Additionally, Patty is a coach for new entrepreneurs interested in venturing into the virtual assistance industry. She has developed a program that is affordable for all. Visit her coaching site at http://www.virtualvacoach.com for program details and great business resources. If you would like to receive Patty’s articles and other tips in your mailbox every month, you can sign up at http://www.mortime4u.org/home.html.

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Brazilian Law-Bunko! No Ethics Here

A young man in Siemens of Brazil got a transfer to Siemens in Virginia in December of 2005. I was talking to him and he was filled with hope. He should be. There is plenty of opportunity and getting a home loan in the US has a very low, low rate.
In Brazil, there is a stark difference. Home loans are a whopping annual 120%! Take that rate and apply it to the US economy and guess what will happen. (Besides the screaming of Usary! Usary!) The economy slows down. That’s what. The US economy would come to a screaching crawl.
On top of that, Brazilian law doesn’t protect dwellers. Take my case for example. I signed a 3 year lease with an owner of a small apartment building in 2003. Shortly after I signed the contract, he sold the building to another man.
I asked the man, “Did you see our contract?” “No”, he responded.
“What happened to it?”, I asked. “Sumiu”, was his response. Meaning that he didn’t know of its whereabouts. Somebody was lying. But who?
You can imagine the confusion and feelings of being violated that I had. Not good. We were in serious trouble. He was remodeling the entire building and he didn’t want us in the apartment. In spite of all this, we continued to pay and he gladly accepted the money. That was our contract, then. Right? Not so in this country. Your word means nothing here.
Then in December of 2005 we received an eviction notice for ‘nonpayment’. The new owner lied to a judge who signed the notice. According to the notice, we had 30 days to leave. And we could not defend ourselves because the lie for ‘non payment’ is considered a ‘material error’ by Brazilian law. In other words, that’s just a euphanism for saying “We know we’er lying, but we can’t exactly frame it properly or that way so we’ll call it a material error.” We have no recourse but to leave. Go figure. We’re returning to the US, that’s for sure.
No more Brazilian law!
Brazil wants to be a world leader championing human rights and political neutrality? I say, and I’m sure that many Brazilians would agree with me, clean up yor own house first, Brazil. You ain’t even close to being ready to take center stage on the world scene yet. You probably never will be.

Ronald Nordquist is an American and a language expert living in Brazil, operating a small business together with his Brazilian wife. They have a 2 year old son. He has an MBA from Oakland University in Rochester, Michigan and a web site at http://myweb.ecomplanet.com/bttu3570/ He wants to return to the USA.

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An Ethical Dilemma: How Should You Handle It?

An ethical dilemma is when an incident arises that causes you to question how you should react based on your beliefs and deciding how to choose between right and wrong.
Sometimes, an ethical dilemma might be easily solved once you have had a bit of time to think about it but in other cases, it might not be as easy.
Perhaps you have been put into a bad position where you need to make a decision that will most likely have consequences regardless of what you decide.
An example of an ethical dilemma is when a salesperson is guaranteed to make a big sale if they offer a kickback (ie. an illegal payment) to someone.
If they agree to the kickback, they get the sale but risk getting caught and getting into big trouble.
If they don’t agree to the kickback, they don’t get the sale and might end up looking bad in the eyes of their employer.
Also, should they even tell their employer about the situation or should they simply make a decision and live with the consequences?
Clearly, this is an ethical dilemma and although it’s easy to say you would do the right thing, when you are actually in such a position and are feeling pressure to act, you might not always be able to think as clearly as you would otherwise like to think you would.
Depending on the situation, how you react to an ethical dilemma might differ but at the end of the day, here are some things to keep in mind:

Use common sense. If it’s clearly wrong or illegal, you know the consequences of doing something that could cost you dearly.

Don’t let your self-interest get in the way and allow it to cloud your judgment. A short-term gain could be a long-term pain if you make the wrong decision and get caught.

Don’t assume that your employer will back you up if you do something wrong and get caught. Referring to the above example of the kickback, don’t assume that if you decide to pay the kickback that this is what your employer would approve of. If you acted alone and get caught, don’t expect your employer to defend you because they may distance themselves from you to avoid further embarrassment or legal trouble.

Don’t risk your credibility. It can take many good deeds to build credibility but only one seemingly simple indiscretion for it to vanish.

Depending on the specific situation, when an ethical dilemma arises, use common sense and think things through clearly before making a decision you may later regret. Not every decision is cut and dry and sometimes the grey area – the area that is somewhere between right and wrong – may not be as clear as you’d like.
Where possible, try to speak with your manager or someone else you trust when in doubt especially if the decision you have to make affects the company. Don’t assume your employer will tolerate you doing something wrong even if it benefits them.
Remember to treat others as you’d expect to be treated and don’t do anything wrong in anticipation of a short-term gain that could end up costing you in the long-term.

Carl Mueller is an Internet entrepreneur and professional recruiter who wants to help you find your dream career.
Visit Carl’s website to separate yourself from other job searchers: http://www.find-your-dream-career.com
Sign up for The Effective Career Planner, Carl’s free 5-day course: http://www.find-your-dream-career.com/effective-career-planner.html
Ezine editors/Webmasters: Please feel free to reprint this article in its entirety in your ezine or on your website. Please don’t change any of the content and please ensure that you include the above bio that shows my website URL. If you would like me to address any specific career topics in future articles, please let me know.

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Considerations to Prevent Small Business Frauds

Occupational frauds is a big internal business. Every instance of fraud cause small company a loss of $127500 on an average. Fraud probably occurs in every organization, and you may not be able to totally eliminate it. However you can do something to minimize the risk of fraud.
Information is sensitive and accounting information is even more. Handing over the accounting information poses threat for business secrets. Many Small businesses thinks in this fashion.They are often afraid that if the information is disclosed to a third party be it auditor or competitor , it can be misused. It is hard to change this attitude but there is something which small business owners can do to combat the frauds.
Small business have every reason to worry about fraud. But there is nothing to fear this virus. This is the financial worm that has to be removed from the roots to combat the frauds. There are some useful tips to combat the occupational frauds.
Oversight Process
The second important factor is review of the accounting information. Just because the owners have the authority to sign does not mean that there are no frauds in the accounting databases. Cash is not the only thing to be followed in any business, one more thing that plays a crucial role in commission of the frauds and that is books of accounts such as biils, purchase orders and payment terms. Reasonable internal controls are critical in a small business. It is accepted that the small business owners have some more priority works but to review the accounts they need to spare the time.IF THEY THEMSELVES CAN NOT do it then they should buy the softwares which can perform the requisite functions on their behalf.
Limited controls
Small businesses rarely have sufficient personnel to adapt adequate controls; “one-person accounting departments” as in are the rule, not the exception. Owners are unable to look into the accounting matters. But the business owner should actively understand and verify the financial information reported to him or her. The owner can engage a external auditors to attest to the credibility of the financial information, even if the company doesn’t have a regular audit.The controls in the organisation needs to be checked up regularly for the deficiencies and loopholes, though not the only one, internal controls are the powerful deterrents of the frauds.
Employee Education
A small business owner if takes few cautions he can stop many occurrences of frauds in his organisation. Most crucial factor in any occupational fraud is the empoyee.If there are no employees then there will be no occupational frauds but without employees no growth of the business.Educated employees adds value to business. Now it is well accepted that education about the frauds helps to combat the frauds successfully.Making the employees aware about the nature of frauds makes them aware about the methodologies and they do not remain the passive visitors to the instance of the fraud.Most of the times it is observed that the employees have blown up the whistles against the frauds where they have come to know that what is happening is called fraud. Some of the big financial scandals like Refco or Enron are the outcomes of the employee awareness about frauds. Anti-fraud training is an essential factor.
Adequate employee prescreening
Small businesses rarely spend the money to check work references, criminal records or professional recommendations of potential hires or require applicants to undergo drug screening, psychological testing and other vetting procedures. It is frequently seen that the employees in small softare companies are recruited based on the interview and the resume, however no checking is done regarding his past performances,whether employee was involved in any fraudulant case or not.
Undesirable applicants know this and thus gravitate to small businesses. The problem, according to ACFE study, is that about 7% of employees have a history of workplace theft and fraud. This small but costly group know the degree of scrutiny into their past likely will be minimal; all too often, they are right.
Too much trust
The third factor for large fraud losses in small businesses involves the human element. In a situation where employees know each other well, it is natural for them to trust one another. Indeed, the intimate familial atmosphere of a small business is one of its most appealing features. Most of the time, believing in your coworkers is well founded, but not always. The dichotomy is that trust is an essential element of business as well as an essential element of fraud. Never having faith in your employees is a bad thing; so is always trusting them. The goal is to strike a balance between the two. Or, as Mark Twain said, “Trust everybody, but make sure you cut the cards.”
These few things a small and medium sized business owner should adhere to in order to reduce the median losses of $98000 caused to it every year.

About the author
Mr. Mayur Joshi authored this white paper. He is a Fraud Examiner and is associated with Indiaforensic research foundation for more than 5 years.

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