Role of management

Cross-border behavior and integrity issues: a persistent problem

Transgressive behavior and integrity issues remain a persistent problem in organizations, with far-reaching consequences for victims, colleagues and corporate reputations. Although reports are often made to confidants or HR, management is undeniably pivotal in preventing and addressing such problems. Yet the question is: Does management take enough responsibility and how can it fulfill its role more effectively?

The tone at the top: culture and responsibility

The tone at the top determines the culture of an organization. If management is committed to a fair, respectful work environment, this behavior will resonate throughout the organization. However, the opposite is also true: If managers ignore, downplay or even exhibit transgressive behavior, a culture is created in which such incidents are not only possible, but even normalized.

Exemplary behavior by management

Management has a special responsibility to demonstrate exemplary behavior. This means not only that managers themselves behave with integrity, but also that they actively lead by example:

• Open communication: Managers should invite employees to discuss wrongdoing without fear of repercussions.
• Show respect: Acting daily in line with the organization’s core values shows that these values are not just words on paper.
• Act consistently: When violations occur, management must act unambiguously and transparently, regardless of the severity of the violation.

Recognizing and addressing risky behavior

An essential task of management is to recognize risky behavior early on. This requires active involvement in the workplace:

• Recognize signs: recurring symptoms, high stress levels or a culture of anxiety are often indications of deeper problems.
• Timely intervention: when signals are noticed, management should not ignore them, but engage in conversation with those involved and, if necessary, seek support from HR or confidants.

Early intervention prevents escalation and allows those involved to modify their behavior or find solutions before situations cause irreparable damage.

Remove fear of reporting

One of the biggest barriers for employees to report transgressive behavior is fear of retaliation or the feeling that reporting won’t achieve anything. Management plays a key role in removing these barriers:

• Transparency about reports: sharing anonymous examples of how reports were addressed and resolved can give employees confidence in the process.
• Protect reporters: management should make it clear that reporters are protected from negative consequences, such as exclusion or career damage.
• Encourage reports: actively soliciting feedback and signals from within the organization shows that management values reports and takes them seriously.

Consequences of reactive management

One of the biggest risks is that management is too reactive. When cross-border behavior or integrity issues are ignored until there is a formal complaint, the organization has often already suffered significant damage. This can lead to loss of trust among employees, high turnover and reputational damage. Moreover, management inaction exudes indifference. When employees perceive that managers do not intervene, the belief grows that reporting is futile or that transgressive behavior is tacitly tolerated.

Training and awareness for managers

Many managers are inadequately prepared to deal with transgressive behavior and integrity issues. This makes training and awareness essential:

• Recognize transgressive behavior: managers need to know how to recognize subtle forms of undesirable behavior, such as microaggressions or abuse of power.
• Communication skills: managers need to learn how to have difficult conversations with employees about transgressive behavior or integrity.
• Legal and procedural knowledge: understanding legislation and internal guidelines ensures that managers know what steps to take to handle reports carefully.

Transparency as a key to trust

Another challenge for management is ensuring integrity without losing sight of business interests. Sometimes there is a temptation to downplay or keep incidents quiet to avoid reputational damage. However, this is a short-term solution that can be destructive in the long run.
On the contrary, dealing transparently and honestly with transgressive behavior and integrity issues contributes to increased employee, customer and partner trust in the organization. This trust is a crucial building block for sustainable growth and success.

Management as an engine of change

Management has a crucial role in preventing and addressing transgressive behavior and integrity issues. By actively setting an example, identifying and acting early and creating a safe reporting culture, management can contribute to a working environment of integrity and safety.
However, this responsibility requires courage, commitment and investment in knowledge and skills. If managers are willing to meet this challenge, they can not only address incidents, but more importantly build an organization in which respect and integrity are the norm. In doing so, they make a difference for their employees and for the future of the organization.