Best Practices for Dealing With Ethics Issues
A
t some point, just about every company faces an ethical issue, whether rooted in unprofessional execu- tive behavior, questionable accounting practices, or other unexpected incidents. No matter what the cir- cumstances, these situations will inevitably present
a challenge to your job as an investor relations officer (IRO). IROs often serve as a strategic centerpiece in companies,
and they are increasingly becoming the bridge among the inner workings of the company, the management team, and the board. With that access comes a big-picture view of potential ethical dilemmas the company may face and the responsibility to spearhead the communications efforts should there be a public disclosure requirement. It’s not every day I have an opportunity to channel Win-
BY NICOLE NOUTSIOS
For IROs, clear and honest communications are key when faced with an ethical dilemma.
ston Churchill, but I will now. When he said, “Where there is great power, there is great responsibility,” he might have been talking about IROs. It is true, we have a lot of power when it comes to the high-
stakes relationships among executives, boards, and investors, but that power comes with the responsibility to do the right thing. Te truth is many IROs have been around the block when it comes to ethics issues, whether that’s accounting restatements or a pending discrimination case. Also the truth? Sweating bullets is a natural response when
you’re faced with dealing with someone else’s bad behavior. Here’s what I’ve found helps keep chaos at bay in those
tricky situations—not to mention supports your own cred- ibility when you’re on the front line of communications in the face of ethical issues.
niri.org/ irupdate
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