Admit nothing, deny everything, and make counter-accusations (not!) I didn’t see much press uproar last month after Southwest Airlines grounded nearly a quarter of their fleet because they hadn’t conducted required inspections on a backup system, resulting in over a hundred cancelled flights. I wondered why it didn’t reach the media screech most companies get for public safety compromises (think GM’s ignition and Nissan’s break switch lawsuits). Could it be because they caught it themselves, admitted fault to the appropriate oversight, presented a plan to fix it and then did?
–if you don’t have it at the top, don’t expect it at the bottom Regardless of what a company says, how a company deals with ethics and integrity issues directly reflects actual senior management values and loudly communicates those values to its employees. It was announced this month that Wisconsin-based manufacturer Johnson Controls, Inc.’s board of directors cleared its CEO of unethical behavior (Johnson Controls Dismisses Management-Consultant Firm) after it was revealed he was having an affair with one of his executive management team’s consultants. The board determined that there was no conflict of interest but terminated the long-time consultant’s contract, anyway. Really?