Why Codes of Conduct are Horrible… And Necessary
The last thing a busy, effective, results-driven executive wants is a new book of rules, to be strictly followed and enforced. Especially if that book of rules is long and detailed. Who has time to read it, much less consult it? And that goes double if that book of rules forbids practices that seem like the only way to get things done in the countries where you operate. Bribes. Gifts. Finders fees. Playing by immaculate rules is well and good for the home office, where local laws make for a relatively even playing field. But forbidding practices that are widespread in places where you do business means tying your hands… and perhaps not being as effective as you could be. Not getting quite as many contracts. Not making your numbers. Not excelling. Is it any wonder that most codes of conduct are met with fear and foot-dragging? “Please do not ask me to do a very hard job with my hands tied.” You cannot blame managers who want to remain as effective as they can be.
Dilbert Highlights a Classic
Do I really need to add anything to this?
