| | AUGUST 20209resulting in the Sarbanes-Oxley Act of 2002 in the United States. Today, it is a concept that is widely accepted as a yardstick for mea-suring the ethical culture of an organisation and is accepted in wider fields such as information security, general management and software development.When leaders show a strong patronage to internal controls and policies that are established to reg-ulate the ethical environment of a company, employees at all levels welcome and live by these princi-ples and acting ethically becomes a popular concept.The Jamdani was worn and popularised by the most powerful people of the age- the Mughals. They cherished it for its beauty, the craftsmanship and its durabil-ity. When the power faded from their hands, so did the popularity of the Jamdani. This art almost became extinct in the mid-19th century for lack of patronage.2. Investing in a Compliance Management SystemIn order to sustain the right tone from the top, an organization will need to invest in a framework that ensures that the commitment to business ethics made by its top management permeates every level of the organization. This in-volves steps such as (1) developing compliance policies and proce-dures, (2) training the Board, the management and every employee, (3) investing in a compliance de-partment and (4) continuous mon-itoring of ongoing and potential risk, to name a few. Creating a compliance man-agement system may seem cost-ly to begin with. However, just as the Jaamdani, which is still the most expensive muslin made by man, this investment comes with a promise of sustainability and durability.3. Be the Change You Want to SeeThe Jamdani has been making a comeback in the last decade with its rise in popularity thanks to the efforts of revivalists and design-ers that have shown patronage to it. It is hailed for its zero-carbon footprint and as more and more people make eco-friendly ways of living a priority- wearing the Jamdani has become a means of making a statement and walking the talk.Leaders that want to establish an ethical culture will have to start with themselves. This would mean strictly walking the talk ­ with no exceptions. A Leader would then have to manage their personal af-fairs in such a way that (1) doesn't create conflict of interest situa-tions; (2) maintain professionally acceptable standards of gifting and hospitality; and (3) consis-tently demonstrating a zero-toler-ance attitude for acts of bribery and corruption.4. Keeping the Message Alive The Jamdani fabric has a strange quality- it becomes stronger with every wash. To reap the benefits of its long-lasting nature, you are advised to wear it often. The more you use it- the more it lasts- com-pletely turning the logic of usual wear and tear on its head. How-ever, this magical fabric tears at folds and dies when it is left un-touched. In some cases, because of its organic nature, it gets eaten up by bugs. When you buy a Jamdan-isaree you are told to take it out of the cupboard every six months, disinfect it under direct sunlight and change the direction of its folds. Strangely trust and ethics have similar qualities. They can't be left in the pages of policy- they have to be lived and demonstrat-ed all the time. The regularity of messaging is hence immensely important, lest the ethical fabric can gather dust and tear away at its folds.5. With great power, comes great responsibility.Jamdani weavers are highly skilled craftsmen whose craft de-mands for them to be passionate, hardworking and ever present. Leaders are in a unique posi-tion. They have the power to weave a long-lasting, trustworthy work environment for their organiza-tions. And this power is not lim-ited to their companies, for it can be used to create a positive impact on the wider industry by always dealing ethically with vendors, customers, suppliers and partners.Only when more and more Leaders make doing-busi-ness-ethically their priority will we see a change for the greater common good. LEADERS THAT WANT TO ESTABLISH AN ETHICAL CULTURE WILL HAVE TO START WITH THEMSELVES. THIS WOULD MEAN STRICTLY WALKING THE TALK ­ WITH NO EXCEPTIONS
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