Middle managers are the key to your company’s compliance program, writes attorney Ingrid Fredeen of NAVEX Global.
"When it comes to managing risk and building a culture of ethics and compliance every employee plays a part. Senior leaders establish the priority, tone, and vision for an ethical culture. Rank and file employees give life to the vision when they consistently choosing to embody the standards. But, this vision cannot be realized without the critical role and influence of the supervisors who sit between these two layers.
Middle managers are the vital link, the connective tissue between the tone set by your senior leaders and your non-supervisory employees who implement core values on a routine basis. If the link is dysfunctional or non-existent attitudes and behaviors will not reflect a culture of ethics and compliance.”
But more than a third of employees in a recent National Business Ethics survey view their manager as unethical. That means companies must arm their managers “with the knowledge and skills that can really help them support [the] organization’s overall ethics and compliance goals.”
Four ways to do that, explains Fredeen:
- Lead From the Top
- Provide Middle Managers with Context
- Focus on Complaint Management & Retaliation Prevention
- Use Realistic, Scenario-Based Training
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