Richard Bistrong, Leonid’s Advisory Board member and eminent thought leader in the compliance world recently co-wrote an article for Fast Company magazine, asserting that unethical behaviour in organisations is often committed not by new employees, but by long-tenured staff: typically those who have been with the company for six years or more and have already moved up the ranks.
Despite this, most companies only assess ethics at the hiring stage and rarely integrate ethical evaluation into promotion decisions. This, the authors argue, is a missed opportunity.
As the article is paywalled, below is a brief summary of the key points raised.
Richard and his co-author Ellie Rich-Poole outline four strategies for embedding ethical assessment into mid-and senior-level promotions:
1. Review the candidate’s ethical track record
Companies should examine available data such as reference checks, performance reviews, 360-degree feedback and disciplinary records. Anonymous feedback from colleagues can reveal patterns or concerns related to ethical behaviour.
2. Consider new ethical risks associated with the promotion
A new role may expose an individual to fresh pressures - such as new geographies, regulatory environments, or increased financial targets - that can trigger ethical lapses. Employees under high financial pressure are far more likely to compromise compliance.
3. Introduce “ethical self-reflection” in promotion interviews
Candidates should be asked to reflect on past ethical challenges and explain how they would handle potential dilemmas in a new role. Scenario-based questions help uncover their decision-making style and values.
4. Analyse all collected data for ethical indicators
Decision-makers should assess how candidates achieved results, not just what they achieved. Red flags might include evasiveness, lack of self-awareness, or a fixation on results over values. Positive indicators include speaking up, listening well and prioritising integrity.
The article quotes Jamie Browne, Leonid’s Managing Director, who warns that candidates who focus only on targets rather than values may rationalise unethical shortcuts.
Finally, the authors recommend ongoing ethical support for newly promoted leaders, such as regular check-ins or pairing them with an ethical mentor.
