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	Comments on: You are your company&#8217;s moral compass.	</title>
	<atom:link href="https://berkonomics.com/?feed=rss2&#038;p=777" rel="self" type="application/rss+xml" />
	<link>https://berkonomics.com/?p=777&#038;utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=you-are-your-companys-moral-compass</link>
	<description>Dave Berkus&#039; business insights</description>
	<lastBuildDate>Wed, 04 May 2011 20:51:40 +0000</lastBuildDate>
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		<title>
		By: Michael O'Daniel		</title>
		<link>https://berkonomics.com/?p=777&#038;cpage=1#comment-2029</link>

		<dc:creator><![CDATA[Michael O'Daniel]]></dc:creator>
		<pubDate>Wed, 04 May 2011 20:51:40 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=777#comment-2029</guid>

					<description><![CDATA[One of the things I would also look to a leader to do, in addition to setting the example as to what is right and what is not, is to make sure the employees know that as long as they do do right, he or she will always have their backs. For one thing, if you set certain standards of performance, do not reward employees who violate or fail to meet those standards. For another, show that abusive behavior from employees toward one another, e.g. manager to subordinate, or from vendor/service provider/customer toward employee, will not be tolerated. I think you previously addressed the latter point in an earlier post re: employee retention.

Our son recently went through a situation where an outside service provider was screamingly and almost physically abusive to him on two separate occasions while his boss, who was in those meetings, sat by and did nothing. That was a big factor in our son&#039;s decision to accept an offer from another company after having previously thought he should stay where he was...]]></description>
			<content:encoded><![CDATA[<p>One of the things I would also look to a leader to do, in addition to setting the example as to what is right and what is not, is to make sure the employees know that as long as they do do right, he or she will always have their backs. For one thing, if you set certain standards of performance, do not reward employees who violate or fail to meet those standards. For another, show that abusive behavior from employees toward one another, e.g. manager to subordinate, or from vendor/service provider/customer toward employee, will not be tolerated. I think you previously addressed the latter point in an earlier post re: employee retention.</p>
<p>Our son recently went through a situation where an outside service provider was screamingly and almost physically abusive to him on two separate occasions while his boss, who was in those meetings, sat by and did nothing. That was a big factor in our son&#8217;s decision to accept an offer from another company after having previously thought he should stay where he was&#8230;</p>
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		<title>
		By: Rick Munson		</title>
		<link>https://berkonomics.com/?p=777&#038;cpage=1#comment-2028</link>

		<dc:creator><![CDATA[Rick Munson]]></dc:creator>
		<pubDate>Tue, 03 May 2011 20:03:38 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=777#comment-2028</guid>

					<description><![CDATA[Dave,

Very well said and thank you for sharing your thoughts and wisdom on our personal values in the work place.  For me, my goal is to follow my heart, without compromise, and with impeccable integrity… my moral compass will then point me to the high road in all that I do and say.

Rick]]></description>
			<content:encoded><![CDATA[<p>Dave,</p>
<p>Very well said and thank you for sharing your thoughts and wisdom on our personal values in the work place.  For me, my goal is to follow my heart, without compromise, and with impeccable integrity… my moral compass will then point me to the high road in all that I do and say.</p>
<p>Rick</p>
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