Whistleblower thank-you speech

In light of the investigation of Barclay’s CEO by the British authorities, here is a sample speech that executives can use after receiving an allegation from an anonymous whistleblower:

“We recently received an anonymous allegation of wrongdoing by the company [include details as necessary].

First, I would like to thank the person who had the courage to bring this to our attention. We can’t address the risk we don’t see. Every employee is encouraged to speak up when they see something wrong. In doing so, you are protecting the company from further and greater harm.

Second, I want to assure you that when you protect us so, we will protect you. We will not tolerate retaliation of any kind against anyone who reports an actual or suspected wrongdoing in good faith.

Finally, please note that I instructed everyone involved in the investigation to refrain from any inquiry attempting to uncover the identity of our source. It simply does not matter who raised this issue. Trying to find out who they are can only break the trust we have with them – and with all future sources. That’s a risk we do not want to take.

We are committed to finding the truth about what happened. Only the truth will give us a shot at improving how we do things.

Thank you.”

What happens when you hit the red button?

In today’s post, Seth Godin suggests that everyone should have a red button. When they hit the button, it should instantly alert the CEO or someone who willingly takes responsibility for what happens next. Godin says that people could hit the red button when facing sexual harassment, safety concerns, bribe requests, and the likes.

It’s a great idea. For many large organizations, the red button is a metaphor for their existing ethics & compliance program, staffed with dozens or hundreds of E&C professionals who jump into action when an allegation is made.

Godin’s post was aimed at organizations who don’t have a red button. For those who do, there are two questions to consider:

Will our employees push the button?
What will happen to them after they push the button?

The fear of retaliation is real. Retaliation is real.

The ethical leader will reduce the fear of retaliation by telling her employees that she wants to hear their concerns, by addressing those concerns in a meaningful and visible way, by rewarding those who come forward, and by not tolerating any form of retaliation.

If you face retaliation after hitting the red button, will you push it again to report the retaliation?

Is it really safe?

You can ask employees to speak up but they probably won’t.

You can tell them that they will be protected from retaliation but they might not believe you.

You can write all of this down in a policy but it’s not likely to make a difference.

You can provide training about the importance of raising concerns but that doesn’t make anybody feel safe.

It’s all talk.

What we need is action.

We need leaders who keep their door open.

We need organizations that support ombudsman programs.

We need managers who follow up with those who raise concerns to let them know what they’re doing about it.

We need employees who are recognized for speaking up.

We need to hear about the ones who get fired for retaliating.

The desire to fit in, to belong, is deeply ingrained in human beings. Few will risk the safety of their tribe by outing another member.

Not until they feel safe in doing so.

Retaliation = Termination

Retaliation should be considered public enemy #1 of any ethics & compliance program.

An organization’s health depends on employees speaking up when they have a question or a concern. This is how we identify and address risks, and how we prevent and detect wrongdoing. Retaliation silences those who should protect the company.

Termination of anyone engaging in retaliatory behavior is almost always the right outcome.