LEADERSHIP AND STRATEGY

Ethical leadership, centred on moral values and exemplary behaviour, is crucial to promoting integrity within the organisation.

This means investing time, money and attention in integrity. It also means having a clear vision of the culture. An ethical leader is a visible role model, in word and deed.

Exemplary behaviour is crucial. Many leaders believe they are highly approachable and that their behaviour sets an example for their employees. However, employees often experience this differently. To be a positive role model, leaders – and therefore supervisory directors too – must regularly and explicitly communicate the importance of ethics and integrity and set the right example in word and deed.

Ethical leadership becomes visible in strategic organisational decisions. Which partners do we work with? What is our social responsibility? What will we invest in?

TIPS FOR SUPERVISORY DIRECTORS

  1. Actively embody the standards of a role model. A supervisory director’s conduct that conflicts with the norms in the code of conduct undermines the credibility of that code and makes employees feel less bound to align their conduct with it. Set the right example, everywhere and at all times.
  2. Check whether the Supervisory Board regulations address integrity and discuss with one another what integrity means to you and how you shape it.
  3. Discuss the Management Board’s duty to act as role models. For example, discuss whether or not certain privileges should be used. Start these conversations positively and proactively, rather than waiting for signals of inappropriate behaviour. This will helps to avoid any unpleasant or awkward conversations at a later stage.
  4. Make ‘acting with integrity’, including in relation to social responsibility, standing items on the Supervisory Board agenda. Place it explicitly on the agenda at least once a year, and also use values and norms, and the impact on stakeholders, as a check when making important strategic decisions. Incorporate it as a fixed element of the self-evaluation of both the Management Board and the Supervisory Board