Making conduct normal rather than exceptional.
WHAT DETERMINES CONDUCT IN AN ORGANISATION
What leaders do What is rewarded What is tolerated What happens when someone raises something
WHY WHAT LEADERS DO MATTERS MOST
Staff follow behaviour, not statements.
WHAT UNDERMINES A POLICY INSTANTLY
An owner or manager doing what the policy prohibits.
WHAT TO ESTABLISH
That the rules apply to everyone, visibly.
WHAT TARGETS AND INCENTIVES DO
Drive behaviour, including bad behaviour.
WHY THEY DESERVE EXAMINATION
Targets that cannot be met honestly produce dishonesty.
WHAT TO ASK
Whether your targets can be achieved without compromise.
WHAT TO DO ABOUT PRESSURE
Recognise that people under impossible pressure find ways.
WHAT TO ESTABLISH
That reporting a problem is better than concealing it.
HOW
By responding well when someone does.
WHY
One badly handled report ends reporting entirely.
WHAT TOLERATING SMALL BREACHES PRODUCES
An understanding that rules are decorative.
WHAT TO ADDRESS
Every breach, proportionately and consistently.
WHY CONSISTENTLY
Selective enforcement teaches that position determines the rules.
WHAT TO COMMUNICATE
What is expected, in specific terms.
WHY SPECIFIC
General exhortations to integrity do not guide anyone facing a real situation.
WHAT TO PROVIDE
Examples of actual situations and what to do.
WHAT TO TRAIN
The situations people actually encounter in their roles.
WHAT TO ESTABLISH
That anyone may ask before acting.
WHY
Most people want to do the right thing and are unsure what it is.
