Introduction
Many organizations continue to operate under a conditional ethic. It’s important, but only if it doesn’t affect the CEO. It’s valuable, but not if it complicates internal politics.
The Viral Incident: Coldplay Concert and Astronomer’s Leaders
A viral video from a Coldplay concert captured Astronomer’s CEO, Andy Byron, and HR director, Kristin Cabot, in an embrace. The video went viral, prompting both to “resign.” No legal scandal or formal complaint was involved, but the damage to credibility had already been done. The video exposed the gap between the company’s declared values and its leadership’s daily practices.
Internal Inaction
Before this public incident, no internal action was taken. No employee activated the reporting channels. Why? Because silence remains the most spoken language in many corporate cultures. Despite investments in culture and ethics, the belief persists that “it’s better not to speak up if it involves those in power.”
Contrasting Case: Nestlé’s Ethical Response
In contrast, Nestlé recently dismissed its newly promoted global CEO, Laurent Freixe, due to an undisclosed relationship with a subordinate. The situation was investigated thoroughly through their internal “Speak Up” system, and the code of conduct was applied regardless of rank, tenure, or potential. The company acted appropriately.
The Broader Context
According to Ethisphere’s 2024 Ethical Culture Report, only 50% of employees who witness unethical behavior report it, despite 93% saying they would. A Scielo study in Mexico found that 51.1% of organizations surveyed lack an ethics code. DDI’s Global Leadership Forecast reported a 17-point drop in employee trust of immediate managers from 46% in 2022 to 29% in 2024.
The Need for Ethical Boundaries
In a BANI (fragile, anxious, non-linear, and uncomprehensible) world, ethical codes and complaint boxes are insufficient. Ethics must be tested at the edges, in uncomfortable moments where no one knows whether to speak up.
Key Questions and Answers
- 1. Are our leaders prepared to model ethical behavior? Leaders should not only know the code but embody it. They need moral discernment and power management training. How do they react to ambiguity?
- 2. Do employees believe they can speak freely if something is wrong? Measure psychological safety perception. How many use reporting channels? Do they trust fair consequences? Silence is the first sign of ethical vulnerability.
- 3. Do our protocols address real-life scenarios, like personal relationships between leaders and subordinates? Avoid ambiguity. What does your code say about hierarchical relationships? Is it applied equally, or are there implicit exceptions for high executives?
- 4. Do we periodically audit if our proclaimed values are practiced? Go beyond compliance. What behaviors are tolerated silently? Is the ethics committee empowered or merely symbolic?
- 5. Are we measuring and improving our organization’s ethical culture? Ethics isn’t left to chance. Do you have cultural attribute indicators? How often do you conduct pulse surveys, focus groups, or ethics perception audits? Do results impact real change or are they archived?
Corporate ethics isn’t measured by what’s preached in boardrooms but by what’s tolerated in hallways. When those hallways are filled with known but unnamed secrets, the culture becomes complicit.
The Coldplay concert scene wasn’t just a viral anecdote; it was a metaphor. A public exposure moment highlighting an uncomfortable truth: despite manuals, purposes, and values, we still fail to have the crucial, difficult conversations that matter. Until this changes, the concert video will only be the beginning.
