Establishing Workplace Integrity: Six Lessons in Values Based Leadership

Establishing Workplace Integrity

Establishing Workplace Integrity

Six Lessons in Values-Based Leadership

Paul Fiorelli, JD, MBA

Establishing Workplace Integrity: Six Lessons in Values-Based Leadership

Copyright © Business Expert Press, LLC, 2024

The cover image is entitled Discovering Your Inner Ethics, concept by Toria Wheelright—2017 Cintas Graduate Ethics Fellow, with design and fabrication by Jeff Norgord. Used with permission by Xavier University

Cover design by Aaftab Sheikh

Interior design by Exeter Premedia Services Private Ltd., Chennai, India

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 400 words, without the prior permission of the publisher.

First published in 2024 by

Business Expert Press, LLC

222 East 46th Street, New York, NY 10017

www.businessexpertpress.com

ISBN-13: 978-1-63742-581-7 (paperback)

ISBN-13: 978-1-63742-582-4 (e-book)

Business Expert Press Business Ethics and Corporate Citizenship Collection

First edition: 2024

10 9 8 7 6 5 4 3 2 1

Alla Famiglia (to the family)—from Moonstruck

Much love to Libby, Katie, Brian, Stephie, Joe, Liz, Caleb, Willem, Vivian, Loli, Ada, Linda and my parents Ralph and Gloria. You all inspire me to follow the West Point Cadet prayer of choosing the harder right over the easier wrong.

Description

A strong business case can be made for the value in values for business leaders. Companies like FTX, Theranos, Enron, and Worldcom crashed and burned when their founders used fraud, deceit, and corruption to obtain short-term goals and stock price spikes. Values-based leaders (a.k.a. VBLs and principled principals) like John Pepper (former CEO of Procter & Gamble), Jim Burke (former CEO of Johnson and Johnson), and Michael Woodford (former CEO of Olympus) had their personal ethics compliment their company’s values to deal with potential business crises.

This book explores values-based leadership in different settings and perspectives, including the leader, employees, and the organization. The lessons focus on the themes of:

•Corporate culture;

•Employee loyalty and engagement;

•Motivations for improper behavior;

•Going inside the mind of a whistleblower;

•Crime and punishment for organizations;

•White-collar crime for individuals.

It is written in a practical voice, sprinkled with business case studies and pop-culture references from movies, songs, and TV shows and follows the life cycle of work, mostly from a U.S. outlook. Several chapters contain an Appendix for interested readers who’d like a deeper dive into a topic.

Each lesson starts out with an overview of the main concepts covered. These act as Executive Summaries or teaser outlines. Each summary will be followed by the main event, and the chapters include the historical background of the topics, progressing to the present day.

Keywords

values-based leadership; corporate culture; employee loyalty; employee engagement; fraud triangle; whistleblower; compliance program; white-collar crime

Contents

Testimonials

Foreword

Acknowledgments

Prologue What Is Values-Based Leadership, and Why Should We Care?

Lesson 1 How Do Things Get Done Around Here?

Lesson 2 Who Works Here and Who Stays?

Lesson 3 Why Do Good People Do Bad Things?

Lesson 4 What to Do When Someone Finds Problems at Work?

Lesson 5 What Happens if a Leader’s Company Gets in Trouble?

Lesson 6 What Happens if an Individual Gets in Trouble?

Epilogue

Notes

References

About the Author

Index

Testimonials

I found Paul Fiorelli’s book totally fabulous! I don’t normally get excited about reading professional works as I am focused on learning and internalizing the materials like cramming for an exam. After the first couple of pages, I was totally absorbed in the book. It was by no means a cramming for an exam read. It was immersion in a great story with a need to banish everything that might take me away from it. The mix of pop culture with teaching principles keeps the text light while emphasizing important concepts. The various anecdotes and details included took on a thriller vibe and positively drove home the points and purpose of the work.—Molly Akin, Assistant Vice President Corporate Compliance, Constellation Insurance

Professor Paul Fiorelli provides pragmatic advice on how to build an ethical culture in any organization through story-telling and real-life examples. This book is as entertaining as it is insightful and inspiring. A must read for those who want to grow values-based leadership in themselves and their organizations.—Martha Sarra, Vice President and Chief Ethics and Compliance Officer, The Kroger Co

"As the founder of a financial services compliance consultancy, I see the impact that ethics and integrity have on the success of investment advisers every day. Likewise, I see that firms that ignore ethics find themselves without clients or success very soon.

The anecdotes and guidance that Professor Fiorelli shares in his new book are simple to understand, quickly able to be emulated, and most importantly, will have a direct positive impact on any business leader or employee looking to improve the culture of their organization."—Matthew A. Swendiman, CPA, Chief Executive Officer, Key Bridge Compliance, LLC

Foreword

I first met Paul Fiorelli in January 2013 when he asked me to come to the Cintas Institute for Business Ethics at Xavier University to talk to his students about exposing the fraud at Olympus and how my comfortable life as a CEO of a multinational corporation suddenly spiraled out of control. I have spoken at leading universities around the world, including Harvard and Oxford, together with numerous corporations and other institutions. However, Paul made the greatest impact of any host in that he has such a pure interest as to what motivates human misdemeanors, and his curiosity always comes through the students he has taught.

In this book, through his six lessons, Paul explores areas few have attempted in such a practical way and provides insights that are valuable to anyone with an interest in corporate governance. He has a particular sensitivity in conveying the isolation and fear many of those who have blown the whistle feel at the time and are forever haunted by their experience.

When you read the coming pages, you will learn much about integrity and leadership, but to me, the most important lesson is the universal frailties of human nature and how all of us are susceptible to crossing the line between right and wrong.

Paul Fiorelli makes clear the responsibility upon us all to support those who want to do the right thing to get the truth out when the odds are stacked against the individual from the very beginning.

—Michael Woodford, MBE

Former CEO of the Olympus Corporation and patron

of the UK whistleblowing charity, Protect

Acknowledgments

I’d like to thank my colleagues who took time out of their schedules to review this book and make valuable suggestions—Kristy Grant-Hart, Pat Gnazzo, Jeff Belle, Molly Aiken, Matt Swendiman, Martha Sarra, and my wife Liz Haradon. Special appreciation goes out to Michael Woodford for his encouragement and friendship and for writing the book foreword.

Thanks to Xavier University, Dr. Rachel Chrastil, Katherine Miefert, Michael Josephson, Ken Patel, Aaftab Sheikh, Jeff Norgord, and Toria Wheelright for permission to share parts of their stories in this book.

Thanks to the publishing team at Business Expert Press including Scott Isenberg, Michael Edmondson, and Charlene Kronstedt along with the team at Kriyadocs (Exeter Premedia) for their patience and expert editing.

Finally, I’d like to thank all my students over 40 plus years of teaching at Xavier University for their willingness to explore the importance of being values-based leaders.

Prologue

What Is Values-Based Leadership, and Why Should We Care?

Introduction

History has demonstrated repeatedly that leaders that lack ethical and values based dimensions can have serious adverse consequences on their followers, their organizations, our nation and the world, —Mary Kay Copeland.¹ We’ve seen this dire prediction carried out by valueless leaders over the past decades. Whether it is Sam Bankman-Fried (FTX—2020s), Elizabeth Holmes (Theranos—2010s), Bernie Madoff (2000s), the unholy trinity of Ken Lay, Jeff Skilling, and Andy Fastow (Enron—1990s), or Ivan Boesky (1980s), each one represents a failure of values-based leadership. The fact that they all ran their companies into the ground renews our interest in the value of values and leading with integrity. Values-based leaders (also referred to as VBLs or principled principals) apply their ethical standards to the business and seek like-minded employees to join them. These virtues include self-reflection, balance, humility, authenticity, integrity, and trust.

Self-Reflection

VBLs need to carve time out of their busy schedules to think about and evaluate how they will lead. What are their strengths and weaknesses? Once identified, can they be improved? Did they do what they said they were planning on doing that day, and if not, can they explain why not? Are there any lessons they can learn from these changes so they may do things differently in the future?

Balance and Humility

Does the values-based leader consider other perspectives? If so, do they incorporate these into their decision making? The humble leader believes they can gain valuable insight from team members. On the opposite end of the leadership spectrum, others take a more egotistic approach and manage with an iron fist. The message from these bosses to their followers is clear—It’s my way, or the highway.

Authenticity and Integrity

Leaders can talk about values, but the rest of the organization needs to see congruency between words and deeds. They need to be aware of Ralph Waldo Emerson’s 1875 quote—What you do speaks so loudly, I cannot hear what you are saying. Do associates believe these principals will lead with the principles of transparency, consistency, and integrity? Acting honorably isn’t situational. It becomes a habit based on repeated good deeds, not just when it is convenient or public, but all the time. Charles Marshall is quoted as saying Integrity is doing the right thing, even when no one is watching.

Trust

The 1960s torch song singer—Etta James—sang, Trust in me, in all you do. Have the faith I have in you. Warren Buffett had similar thoughts about that principle—Trust is like the air we breathe—when its present, nobody really notices; when its absent, everybody notices. Trust acts as both a noun (the thing we give) and a verb (the act of giving it). The trusting party (Trustor) must be willing to be vulnerable, giving their faith to another (Trustee). According to researchers Mayer, Davis, and Schoorman, the Trustor must believe the Trustee has the capacity to perform the act requested (ability), will act on their behalf (benevolence), and behave ethically (integrity).²

Trust is iterative. During the initial dealings with a new Trustee, Trustors make the leap of faith that the Trustee will carry out their duties faithfully. Consistently acting with integrity builds this trust. If the previous transactions went well, Trustors gain more confidence in dealing with the Trustee in the future. However, trust can be challenging to maintain and easy to lose. In a 2014 USA Today article former Under Armour CEO—Kevin Plank—discussed how trust is built in drops but lost in buckets.

An April 2023 poll by Gallup reported, only 21 percent of U.S. employees strongly agree that they trust the leadership of their organization.³ This percentage increases dramatically to 95 percent when employees emphatically believe three things happen. Trusted leaders:

•Communicate clearly;

•Inspire confidence in the future; and

•Lead and support change.

A 2021 report from Deloitte makes an excellent business case about the importance of trust.⁴ Its findings include:

•Trustworthy companies outperform untrustworthy companies by 2.5 times.

•88 percent of customers who trust a company bought from that company again.

•79 percent of employees who highly trust their companies feel motivated to work.

•94 percent of global boards believe in the importance of building trust for their company’s performance.

•85 percent of CEOs believe trust is critical for employee motivation.

Case Study P.1—Procter & Gamble’s Purpose, Values, and Principles

Many companies talk about the value of their values. In 1987, future Procter & Gamble (P&G) CEO—John Pepper—led the process to develop and memorialize the company’s Purpose, Values, and Principles (PVPs).

Purpose, Values and Principles

⁵

Taken together, our Purpose, Values and Principles are the foundation for P&G’s unique culture. Throughout our history of more than 180 years, our business has grown and changed while these elements have endured—and will continue to be passed down to generations of P&G people to come.

Our Purpose unifies us in a common cause to improve more consumers’ lives in small but meaningful ways each day. It inspires P&G people to make a positive contribution every day. Our Values reflect the behaviors that shape the tone of how we work with each other and with our partners. And Our Principles articulate our unique approach to conducting work every day.

Our Purpose

We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.

Our Values

Integrity

We always try to do the right thing.

We are honest and straightforward with each other.

We operate within the letter and spirit of the law.

We uphold the values and principles of P&G in every action and decision.

We are data-based and intellectually honest in advocating proposals, including recognizing risks.

Leadership

We are all leaders in our area of responsibility, with a deep commitment to delivering leadership results.

We have a clear vision of where we are going.

We focus our resources to achieve leadership objectives and strategies.

We develop the capability to deliver our strategies and eliminate organizational barriers.

Ownership

We accept personal accountability to meet our business needs, improve our systems and help others improve their effectiveness.

We all act like owners, treating the Company’s assets as our own and behaving with the Company’s long-term success in mind.

Passion for Winning

We are determined to be the best at doing what matters most.

We have a healthy dissatisfaction with the status quo.

We have a compelling desire to improve and to win in the marketplace.

Trust

We respect our P&G colleagues, customers and consumers, and treat them as we want to be treated.

We have confidence in each other’s capabilities and intentions.

We believe that people work best when there is a foundation of trust.

Our Principles

We Show Respect for All Individuals

We believe that all individuals can and want to contribute to their fullest potential.

We value differences.

We inspire and enable people to achieve high expectations, standards and challenging goals.

We are honest with people about their performance.

The Interests of the Company and the Individual Are Inseparable

We believe that doing what is right for the business with integrity will lead to mutual success for both the Company and the individual.

Our quest for mutual success ties us together.

We encourage stock ownership and ownership behavior.

We Are Strategically Focused in Our Work

We operate against clearly articulated and aligned objectives and strategies.

We only do work and only ask for work that adds value to the business.

We simplify, standardize and streamline our current work whenever possible.

Innovation is the Cornerstone of Our Success

We place great value on big, new consumer innovations.

We challenge convention and reinvent the way we do business to better win in the marketplace.

We Value Mastery

We believe it is the responsibility of all individuals to continually develop themselves and others.

We encourage and expect outstanding technical mastery and executional excellence.

We Seek to Be the Best

We strive to be the best in all areas of strategic importance to the Company.

We benchmark our performance rigorously versus the very best internally and externally.

We learn from both our successes and our failures.

We Are Externally Focused

We develop superior understanding of consumers and their needs.

We create and deliver products, packaging, and concepts that build winning brand equities.

We develop close, mutually productive relationships with our customers and our suppliers.

We are good corporate citizens.

We incorporate sustainability into our products, packaging and operations.

Mutual Interdependency Is a Way of Life

We work together with confidence and trust across business units, functions, categories and geographies.

We take pride in results from reapplying others’ ideas.

We build superior relationships with all the parties who contribute to fulfilling our Corporate Purpose, including our customers and suppliers, universities and governments.

P&G’s Actions Reinforce Its PVPs

Another future P&G CEO—Bob McDonald—said this about their PVPs. "The more international, the more we acquire, and the larger we become, the more