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Feb 21, 2013

The Power Of Doing The Right Thing

Published on August 22, 2012

Everyone makes mistakes – but what happens when the blunder is committed by a big organisation? An advertisement that hurts the sentiments of a section of people or worse, a serious product defect, major manufacturing problem, health hazard or lethal defect discovered after a product is launched in the market.
A wave of panic is bound to ensue, aided many a time by unyielding and adverse media coverage. And how does the organisation react in the eye of the storm? Some run for cover, others stay mum while most of the others persistently absolve themselves of all responsibility.
The guilty organisation may present an obstinate front – spin stories, make excuses, deny all allegations, make counter-allegations to cover the bad news, downplay the severity, unflinchingly withstand public wrath – but reputation and credibility are definitely at stake as public rancour will not let them live it down.
Amidst this frenzy, how many organisations actually take the tough road and accept responsibility for their fault without bothering about the dire consequences? How many would do the right thing and undertake corrective measures despite financial repercussions? In other words, how many would uphold personal integrity over and above common expediency?
Johnson and Johnson took the ethical route in 1982 after a batch of its top-selling product Tylenol was tampered with and turned lethal.
The instant responsible behaviour of recalling $100 million worth of products, launching public awareness campaigns and complete transparency with the public is considered the gold standard of the right thing to do!
Owning up faults may seem like a no-brainer that will only make matters worse by damaging reputation and eroding profits. However, the initial denials and cover ups followed by forced acknowledgment of the error only cements the view that the organisational priority is to cover its back and not safeguard people.
Step in the right direction
The alternative to this narrow-minded, short-term view is abiding by ethical standards and doing the right thing. This is definitely tough, challenging, complicated and very expensive as well. It may involve decisions like recalling products, revamping production lines or even simply taking responsibility. It may seem better to cover up and fool people to ride out the wave. In contrast, it takes a lot of courage to make the right decision and face the odds.
So, when things go wrong and there is a looming crisis, ask yourself, ‘What’s the right thing to do?’ and follow the gut feel booming in your heart. Or, simply put, when in doubt, just do the right thing!
There isn’t much choice either. As Bob Grupp, President of the Institute for Public Relations, an industry-funded think tank points out, “These are uncomfortable situations to be in. But in today’s 24/7 society, you have to step up and acknowledge your reality very quickly!”
You should move quickly to act responsibly, acknowledge the fault and prepare to bear the brunt - the sooner the better - even while you go about investigating the problem and setting things right. Make all attempts to allay the fears of customers and employees as well. Ben Allen, CEO, Kroll Inc., the world's biggest risk-consulting firm always advises clients, “Be clear, be honest and say what you don't know.”
Taking the issue head-on will definitely pay off in the future. Once the furore dies down, the public and workforce will – albeit slowly – be quite forgiving as they start appreciating the quick action, candour, sincere intent and transparency. The organisation will soon bounce back with not just restored but markedly improved company image, goodwill, trust and confidence.
For instance, a top confectionery brand put up a brave front and decided to do the right thing when worms were discovered in its chocolate bars, and it lived to tell the tale with sustained value and customer trust in its pocket.
After all, doing the right thing everywhere, every time reflects an increasingly rare integrity and strength of character. Modelling ethical behaviour also builds integrity into the DNA of the organisation with employees inherently wanting to just ‘do right’.
The organisation can take pride in always putting consumers/employees first and thus build great companies the ‘right way’!
To sum up in Peter Drucker’s words, “You can make many mistakes which will be forgiven by others inside and customers and the government outside of your organisation - but not a lack of integrity!”

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