For a company to thrive, it needs to ensure the wellbeing and level of satisfaction with its stakeholders – investors, employees, suppliers and customers. Recent times have seen how bad conduct results in negative publicity, poor company image and a drop in share price. So should a company adopt ethical practices as a means of improving and securing a company’s economic performance?

Risk Mitigation

According to EIRIS, studies show that ethics-related news influences a company’s share price for better or worse, revealing effects of between 0.5% and 3% of the share price.

The lesson to be extrapolated from the shift in share price is the underlying knock-on effects on the dynamics and relationships that enable that business to thrive, and ultimately the level of trust and confidence in management. Without this trust, stakeholders tend to limit investments, negatively affecting growth.

Private companies may argue this doesn’t affect them since they don’t have a share price. However, they still have other stakeholders to bear in mind, especially customers, suppliers, employees and themselves as the ultimate owner of the asset – its value, reputation and standing.


People Taking Care of People

Employees prefer to work with companies that treat them with dignity, respect and fairness. Creating an environment in which employees feel they matter has a residual benefit in propelling them to create positive experiences for customers. However, if employees see, hear or experience negative behaviour, it erodes their trust in and loyalty to the company, and the quality of care they feel compelled or empowered to portray to customers.


Customer Satisfaction

Companies with high levels of customer satisfaction tend to generate a higher degree of customer loyalty, repeat business and more market share in the long run. Customers may decline to deal with a company that causes them to be suspicious and afraid. Businesses that genuinely contribute to their community and maintain good relationships with other companies tend to be more successful in the long run. On the flip-side, those who have corporate social responsibility efforts on the one hand but poor business practices on the other, are in danger of breeding cynicism into their customers, and mistrust.


Creating Value

Ethical business practices are sound business practices. Instead of being consumed by unnecessary lawsuits and other activities that detract from the mission and purpose, the business can focus on producing quality products and services that enable positive financial results for the company.


Financial Health

Beyond regulatory requirements, accurate financial records are essential for sound decision-making and long-term success. Financial records provide an overview of return on effort, a tool to support business to measure its rewards for initiatives taking place in the marketplace. Sound and timely financial records are essential in determining the trajectory of the company, and the ability to course correct where and when necessary. They also provide the ability to respond quickly to opportunities, without adding strain or unwarranted risk. Furthermore, a clear picture on the financial situation of the company will enable it to have the cash flow required to fulfil its commitments, a sound business practice to keep employees and maintain relationships with suppliers.


Green Practices

Whether you’re chopping trees or hugging trees, people look for returns.

The fact of the matter is if you don’t keep an eye on your bottom line, the business will be unsustainable. The bottom line is affected by people’s perception, belief and likability of your company. The internet and social media have provided stakeholders with the tools to have a greater insight into the impact businesses have on our environment and society. Customers seek to do business with companies that reflect their values, and suppliers and investors would be wise to follow suit.


Unforeseen Circumstances

It is far easier to set off on the right foot in the first place than trying to course correct once calamity hits. That said, genuine errors and unforeseen circumstances do happen. The ability for a business to respond appropriately and speedily speaks volumes in the eyes of stakeholders. However, waiting until a crisis strikes to instil and encourage good behaviours is a poor strategy given the time it takes to overhaul embedded systems, beliefs and practices. These changes result in delayed decisions, negative public opinion and a downward spiral in relationships with stakeholders – not good practice for any business that needs customers, employees, suppliers and investors to thrive.

Some may still argue why change when some are getting away with it. Others may wait for regulatory bodies to force them to clean up their business practices, and there will be those who choose to see the tide is shifting – that the manner in which we produce and deliver products and services matters. Now is an excellent time to challenge the ills we tolerate under the guise ‘but this is business’ and start by acting responsibly in the first place.



Featured in Fresh Business Thinking


There is a great talk and initiative by Angela Maiers entitled “You Matter”, and how these two words could positively impact our lives.

It really puts into perspective and simplicity the manner in which we conduct ourselves in our daily interactions, with great relevance for the corporate world and our business dealings.

Consider Customer Care for a moment. How many times do you interact with representatives who simply do not seem to care, let alone make you feel that you matter.

Or of trying to have a conversation with someone who is affixed to their computer or mobile, or looking elsewhere.

Or simply not being acknowledged.

Do these make you feel that you matter?

For if we are making people feel they don’t matter, we make them feel insignificant. And since what goes around, comes around, the deeper question is, do you feel you matter?

For me, these two words “You Matter” have brought to the forefront of my mind a simple code of conduct – going through each day, being present, truly engaging with and caring about people we come into contact with, even people we come across in the street – a simple smile, offering a helping hand, being kind. Isn’t this what being human is ultimately about? I cannot fathom why many people stop being human as soon as they walk into an office building and hide behind “but this is business”.

We have a tendency as humans to complicate simplicity, coming up with words that become so overused they become jargon and meaningless: employer of choice, corporate social responsibility, ethics – all very noble in their own right and when done with the spirit the words themselves intended. And yet ‘You Matter’ for me personifies many of these. If every interaction we have, every decision we make, are centred around these two words, how different would our days be, the people around us, our families, our businesses, our communities. How different would we be? How different would you be if you felt you mattered?

I believe everyone has a purpose and yes, each and every one of us matters. I believe now is a good time to let go of our past, our titles and our pride, and be someone who matters by making someone feel they matter. Will you choose to matter?


Searching for talent is about fixing a problem – that of finding the right person to tackle a business opportunity or challenge. Contrary to popular view, the toughest challenge is not finding the right talent. It is finding great companies to find talent for. This is because the objective is not merely to find talent but to retain it and get the best out of it.

In Executive Search, potential candidates are typically happy and successful in their current roles. In my experience, more than 80% of cases involve international relocation. This brings with it an extra layer of complexity – that of moving house and in the case of children, school.

So what are the markers that ensure the new environment would be such that the person, and their family, would settle in and stay?


Companies need to present a compelling proposition that candidates can relate to and connect with. A company whose sole objective is to make profit with no sense of meaningful purpose or differentiator, have a tougher time attracting the right people. It doesn’t have to be complicated but something that is real and the company is committed to pursuing.

Principles in Practice

Mission statements are great but what happens in reality is what matters. People joining and working in an organisation want to ensure their own personal values will not be compromised. There is no point in brandishing a set of values if the modus operandi and decision-making does not reflect this in reality. The spin and facade might bring them into the organisation, but it will not bring out the best in them and it will not keep them.


The leadership and team already in place impact the quality and calibre of talent a company will be able to attract. High calibre talent looks for environments in which they can grow, excel, contribute and thrive. Leaders needs to have the ability and foresight to bring out the best in people, providing them with the tools and resources to succeed. The team needs to foster collaboration, trust and mutual respect, a cohort of colleagues with different yet complementary capabilities one can resonate with.


High ideals are great but for a company to be successful it needs to deliver. Failure to do so will result in poor financial results and the inability to support its employees. This takes appetite, commitment and follow through. For instance, if the problem to be fixed is the financial well-being of the company where a turnaround is required, the company needs to ensure they have the willingness and ability to bring about the change. There is no point in hiring people if they are hindered from doing what is necessary to deliver.



Fair compensation is key. That said, I would ward off anyone hiring a person whose sole motivation is the financial package. This is for the simple reason that unless the individual is aligned and committed to the mission, there is always the next biggest bidder willing to dangle a bigger carrot. It is important for people to feel they are fairly rewarded for their efforts. Compensation packages need to be fair and look at the person in terms of return on investment and effort. Companies also need to ensure the metrics they are measuring and rewarding are in alignment with the business’s objectives and principles. Avoid conflict that arises from mismatched incentive programmes – this is a sure way to demotivate people and create an atmosphere of resentment.


The process through which you take a potential candidate can make or break your hire. From interviewing to induction, getting bogged down in HR processes is a sure way to turn off top talent.Talented individuals want to get a handle on the business environment, the vision and the task at hand. They are looking for data that will enable them to determine if this is the type of company they are best suited for and if they are fit for the mission at hand. If the role requires a relocation, a broader set of decision criteria will be at play. My counsel would be to identify who else is affected by the move and include them in the process.

Ultimately, companies need to ensure they have the ability to understand a candidate’s capabilities, character, concerns and level of commitment. Only in this way will you ensure you have people on board with the right fit – and cultural fit is essential for people to thrive in and add value to your business.

Deborah drives business as a force for good, building companies that create value, in both financial and social terms.

Did this resonate and you’d like to know more? Please get in touch for your confidential one-to-one.

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