Whether in small startups or large enterprises, standard operating procedures oftentimes guide operational efficiency and cost-effectiveness, delivering on the business performance expected by stakeholders. Their governing principle? “Doing things right” — to minimise errors and ultimately make the recipients (checkpoints in the processes) satisfied.

In the early 2000s, Google famously adopted “Don’t Be Evil” as their principal motto in their code of conduct. After restructuring as Alphabet Inc, the mantra was dropped and replaced with “Do the Right Thing”, to its fair share of criticism.

Leaders and tough decision-making

After dropping “Don’t be Evil”, there was a shift in attitude towards business, with Google shifting its ethical needle in pursuit of business opportunities. In 2018, there were revelations that Google was actively involved with the Department of Defence for drone surveillance technology — prompting 4,000 outraged and concerned employees to sign an internal petition protesting the partnership. Was Google dealing with technology for making killer machines “Doing the right thing”?

Leaders are constantly faced with tough decisions in day-to-day engagements within their businesses. Understandably, profit margins are at the heart of every business and its success, so how do you continue to do things right while doing the right thing?

“Doing the right thing” goes beyond simply achieving profitability; it encompasses the responsibility of balancing the needs of the business with the demands of society, your staff, and your moral compass.

According to the Global Leadership Forecast 2023, only 46 per cent of employees trust their manager to do what is right, with the number dropping to 32 per cent for senior leaders. It is paramount that leaders be able to navigate the complex landscape of business survival while upholding the need to do the right thing.

The two pillars guiding decision-making

At the core of “doing the right thing” in leadership is integrity — involving consistent adherence to a set of moral principles and values, even in the face of challenges or temptations. An integral leader is honest, transparent, and takes responsibility for their actions. They inspire trust and create an environment where employees feel safe and valued.

According to Harvard Business Review, all organisations, regardless of performance level, ranked integrity and ethics as the most important characteristics of leadership. When leaders lead with integrity, they set the tone for the entire business, fostering a culture that promotes ethical behaviour and accountability.

Also Read: Embracing global entrepreneurship: Redefining startup success beyond Silicon Valley

Working hand in hand with integrity, ethics provide the framework within which leaders make decisions. Ethical considerations in leadership weigh the impact of one’s actions on various stakeholders, including employees, customers, shareholders, and the wider community their business affects. Ethical leaders prioritise doing the right thing, even when it may not be the easiest or most profitable path.

They understand that long-term success is built on trust and reputation, which can be easily eroded by unethical behaviour. By demonstrating ethical conduct, leaders inspire their teams to follow suit, creating a positive and sustainable business culture.

I was once offered a very attractive job offer to relocate and lead a marketing team for one of the largest cigarette companies in the world. The marketing budget alone ran into hundreds of millions a year, which is the dream of any marketer. Despite this, I did not accept the offer simply because it goes against my ethos.

Leading with integrity and ethics often means making tough decisions that may not be easy or popular choices. As the founder of a burgeoning health-tech startup, I found myself facing a challenge similar to Google’s profit-driven exploits, albeit on a smaller scale.

Drawing inspiration from Geoffrey Moore’s seminal work, “Crossing the Chasm,” I have come to appreciate the relevance of his insights in guiding our startup through its evolution. Moore’s theory emphasises the significance of new technology transcending its early adopters and making inroads into the mainstream market, ultimately leading to scaling up.

With that, the influx of interest from potential partners presented a dilemma. While a wider adoption of our health-tech solution could propel us into the mainstream in line with Moore’s theory, I grappled with concerns about its ability to deliver enhanced productivity and convenience in the realm of healthcare through all the partners, two cornerstones of our business ethos.

Ultimately, I made the conscious choice to be discerning in selecting our partners, prioritising the genuine benefit our solution brings to both partners and users over immediate expansion and profits. It was a tough but right decision to make.

Also Read: Why all leaders need to understand the impact of modern observability

The ability to make tough decisions requires courage, integrity, ethical reasoning, and a deep understanding of the organisation’s purpose and values. It is during these challenging moments that leaders have the opportunity to demonstrate their commitment to doing the right thing, even when it comes at a cost.

Strategies for leading with integrity and ethics

Although I recognise there is no one-size-fits-all approach, there are strategies that can help leaders navigate the complexity of balancing business survival, profitability, and “doing the right thing”.

Firstly, it is imperative for leaders to articulate a clear set of values and ethical guidelines that serve as the cornerstone for decision-making processes. These principles not only offer a framework for navigating complex choices but also provide a reference point for you and your employees, aligning actions with the business’ overarching mission and values.

In doing so, you can cultivate a harmonious and purpose-driven work environment where ethical considerations are paramount in every decision made.

Secondly, leaders should place a premium on fostering open and transparent communication within the organisation. By prioritising a culture of honesty and openness, leaders can lay the groundwork for trust and accountability to thrive.

Clear and candid communication channels enable employees at all levels to voice concerns, share ideas, and contribute to the business’ growth, ultimately fostering a cohesive and inclusive work environment.

Whilst you make the final decision, the opinion of everyone on board should be taken into consideration. This commitment to transparency not only bolsters trust but also engenders a sense of ownership and responsibility.

Finally, it falls upon leaders to lead by example by exemplifying ethical behaviour and integrity and upholding the business’ values through their actions. By consistently demonstrating integrity, honesty, and ethical conduct, leaders set the standard for others to follow.

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Moreover, holding both themselves and others accountable for their actions reinforces the business’ commitment to ethical conduct. Through this demonstration of ethical leadership, organisations can instil a culture where ethical behaviour is not only encouraged but expected, permeating every facet of the organisation and guiding “doing the right thing” at all levels.

The lasting impact of  “doing the right thing”

Embracing integrity and ethics in leadership is crucial for balancing business survival, profitability, and ultimately “doing the right thing”.

Leaders who prioritise doing the right thing create a culture of integrity, trust, and accountability. They navigate the challenges of tough decisions by considering the impact on various stakeholders and aligning actions with their values.

Doing the right thing in leadership has a lasting impact on company culture, fostering an environment where employees feel valued and motivated. By leading with integrity, leaders can build trust and credibility and, ultimately, achieve long-term success for their organisations.

Nelson Mandela, a personal hero of mine, once said a quote that I keep close: “A good head and a good heart are always a formidable combination.”

 As we strive to “do things right” daily, always ask of ourselves if we are “doing the right thing” in our decisions.

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It’s more important than ever for brands to be socially responsible. Consumers are keeping a close eye on what businesses are doing to give back to the community and  support employees throughout the pandemic. And, they aren’t afraid to call out businesses on social media if they feel they’re not doing enough to give back. 

As a result, social media is booming as we continue to wrangle the challenges facing us as a society. Consumers are increasingly using their hard earned cash to vote for the future they want to live in. The majority of Singaporeans agree that they are more likely to purchase from brands with a strong social conscience.

Here, we examine best practice and guidelines for brands looking to publicly communicate their social conscience.

Support through legitimate effort

Consumers want businesses to address the social injustices confronting our world, including equality and climate change. Although, at the same time, consumers are sceptical about ‘woke washing’ where businesses are leveraging these issues as marketing stunts, rather than genuine acts of activism and solidarity. 

Consequently, brands are being denounced for inauthentic effort. In the case of Singapore’s Pride Season, IndigNation, which is celebrated nationally in August each year, many brands have been criticised for ‘rainbow washing’ where they used the rainbow colours or flag, but do not undertake any tangible work to support the LGBTQIA+ community. 

For brands seeking to demonstrate their social conscience, it’s imperative to consider what value they’re adding and what the desired outcome is. Corporate allies and advocates have an important role in society and can champion meaningful change, however, it must feel credible to consumers and the public.

This can be achieved through brand storytelling, with leaders revealing why they are so passionate about the cause and the brand’s journey to relevant efforts of activism. 

Reflecting on IndigNation as an example, brands could look to showcase stories from the LGBTQIA+ community, use their money and platform to address real issues or be educated on the issues faced by the community.

Also Read: How these four India-based startups are impacting the earth

Align social conscience with brand values

Before commenting on social justice issues, businesses should ensure they have a clear track record of actively supporting the cause.

During last year’s global Black Lives Matter (BLM) movement, Ben & Jerry’s rallied against racial inequality and were vocal advocates. With decades of experience in campaigning for a range of social justice issues, such as refugee and human rights, climate change and gender equality, Ben & Jerry’s published one of the strongest public statements regarding the #BLM movement.

The brand went so far as to claim that police brutality “is perpetuated by a culture of white supremacy”. Validating this with real action, Ben & Jerry’s published on its website a list with actionable steps to demolish white supremacy as an open source for other businesses and leaders to lean on.

Corporate activism must be bolstered by a brand’s values in order to feel authentic. In this case, Ben & Jerry’s has a robust history of educating employees and consumers about structural racism and inequality, is focused on diversifying the recruitment process and has created foundations to support important social causes.

As a result, Ben & Jerry’s is a superb example of a business that’s corporate activism is intrinsically matched with its brand values. 

Reinforce with real action

In order to comment on social justice movements, brands must display real action to address the challenges and champion change. 

For example, Bettr Barista believes that coffee can taste good and do good for society too. The brand is committed to changing and improving the lives of marginalised women and youth at risk.

Bettr Barista holds specialty barista classes and over 1,200 professional coffee courses for those looking to upskill. All proceeds go to supporting higher education for youth and communities in need. 

This is an enthralling example of a brand putting its money where its mouth is, while using its platform to champion socially responsible practices and have a positive, far-reaching impact that serves a greater purpose. 

It’s more important than ever before for brands to be socially engaged. In an era where customers hold all the power, brands are being summoned to remain relevant by demonstrating their commitment to a better future. This means being aligned with consumer ideals and important social justice movements. 

There’s generally a fine line between brands doing the ‘right’ thing and being labelled opportunistic. With this in mind, it’s vital to thoughtfully consider what value can be added to the movement and whether their social conscience is in tune with a brand’s actions. 

Brands should be looking to get behind the movements that are important to customers. And if unsure what these are, the best way to find out is to simply ask.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast or infographic

Join our e27 Telegram group, FB community or like the e27 Facebook page

Image credit: artursz

This article was first published on September 1, 2021

The post The business of social responsibility: Why brands are redefining their social conscience appeared first on e27.