Work Ethic

Work Ethic 职业道德
https://hbr.org/2022/09/how-to-develop-a-strong-work-ethic
Work Ethic
Work ethic refers to a set of moral principles, values, and attitudes around how
to act at work. While this may vary depending on your organization and
company culture, there are a few universal qualities of both good and poor
work ethic.
职业道德是指围绕如何在工作中行事的一系列道德原则、价值观和态度。
虽然这可能因您的组织和公司文化而异，但良好和不良的职业道德都有
一些普遍的品质。
Qualities that Exemplify
Good Work Ethic
体现的品质良好的职业道德
Reliability and dependability: You need to meet deadlines on time, act

appropriately in virtual and in-person meetings, and navigate different
communication styles. You need to regularly deliver on these behaviors.
可靠性和可靠性：您需要按时完成任务，在虚拟和面对面的会
议中采取适当的行动，并驾驭不同的沟通方式。您需要定期兑
现这些行为。
Good Work Ethic
Productivity: You need to consistently navigate your priorities and find smart
ways to use your time, complete important the tasks, and deliver high-quality
results.
生产力：您需要始终如一地确定您的优先事项，并找到明智的
方法来利用您的时间，完成重要的任务并交付高质量的结果。
Good Work Ethic
Ownership and autonomy: You need to exercise initiative, and show that you
can take direction from others, learn, and improve.
所有权和自主权：您需要发挥主动性，并表明您可以接受他人
的指导、学习和改进。
Good Work Ethic
Collaboration and team support: You need to have the foresight to look
beyond your individual role and establish positive working relationships with
others. Support the responsibilities of your team and act as a team player.
协作和团队支持：您需要有远见，超越个人角色，与他人建立
积极的工作关系。支持团队的责任并充当团队成员。
Good Work Ethic
All four qualities demonstrate professional integrity, or the practice of showing

a strong commitment to ethical behavior at work.
所有四种品质都体现了职业操守，或者在工作中表现出对道德
行为的坚定承诺。
Bad Work Ethic
体现的品质不良的职业道德
• Low work quality • 工作质量低

• Consistent tardiness
• 持续迟到
• Lack of attention to deadlines
•
• 缺乏对最后期限的关注
Focusing on your own goals at the
expense of the greater team or company • 专注于自己的目标而牺牲更
goals 大的团队或公司目标
• Abuse and harassment, whether of the • 虐待和骚扰，无论是最明显
most explicit variety or the 的形式还是无意识的、对他
unconscious, micro-aggressions and 人的微侵犯和破坏。
sabotaging of others.
How to Develop a Strong Work Ethic
如何培养强烈的职业道德
https://hbr.org/2022/09/how-to-develop-a-strong-work-ethic
Follow the lead of peers, mentors, and bosses.

When you’re the “new person” at work, the best way to learn is to observe. Pay
attention to how your coworkers behave in meetings to gain a better
understanding of their “etiquette,” as well as the communication styles of
different people and teams.
遵循同事、导师和老板的领导。
当你是工作中的“新人”时，最好的学习方法就是观察。注意同事在会议
中的表现，以更好地了解他们的“礼仪”，以及不同人员和团队的沟通方
式。

Some workplaces, for instance, require employees to prepare agendas before meetings and are strict
about punctuality. Others are more casual. Some companies have formal communication practices
around status updates, whereas others just ask that you send a quick Slack message. Likewise,
depending on where you work, deadlines may be rigid or flexible. Observing others and following
their lead will help you pick up on what the company and managers consider good work ethicteams.
例如，一些工作场所要求员工在会议前准备议程，并且严格遵守准时性。其他人则更
加随意。有些公司有关于状态更新的正式沟通实践，而其他公司只是要求您发送一条
快速的 Slack 消息。同样，根据您的工作地点，截止日期可能是严格的或灵活的。观
察他人并跟随他们的领导将帮助您了解公司和经理认为良好的职业道德

You can be proactive and reach out to your manager or an onboarding buddy during your first few
days on the job. Ask them “how things are done” at your company. You could say: “Would it be
helpful for us to have a daily catch-up for the first two weeks? Since I’m new to this organization, I’d
love for you to guide me on what’s appropriate and what expectations you have of me when it comes
to how work gets done.” This interaction will show your team that you have a positive attitude and are
open to following the lead of others.
在工作的头几天，您可以积极主动地联系您的经理或入职伙伴。询问他们在你的公司
“事情是如何做的”。你可以说：“前两周每天进行一次回顾对我们有帮助吗？由于
我是这个组织的新人，我希望您能指导我什么是合适的，以及在如何完成工作时您对
我的期望。” 这种互动将向您的团队表明您有积极的态度并且愿意跟随他人的领导。
Re-prioritize each day, and start it strong.

If you consistently manage your time wisely, you’ll develop a reputation of
professionalism and integrity. It’s a skill that will help you deliver high-quality
work, even among rapidly shifting priorities and in fast-paced work
environments.
重新安排每一天的优先顺序，然后坚强地开始。
如果您始终如一地明智地管理自己的时间，您将获得专业和诚信的声誉。
这项技能将帮助您交付高质量的工作，即使是在快速变化的优先事项和快
节奏的工作环境中。。

At the start of each day, spend a few minutes identifying what items you need to get done. The trick is to find a
balance between tasks that are urgent and must be finished today and tasks that are contributing to longer term,
but equally important, projects. Use strategies like time-boxing to organize your schedule. Make sure you’re
allocating enough time to hit your immediate deadlines, but also allocating some time to making progress on
those bigger projects — even 30 minutes each morning can make a difference.
每天开始时，花几分钟确定您需要完成哪些项目。诀窍是在必须今天完成的紧
急任务和有助于长期但同样重要的项目的任务之间找到平衡。使用时间盒等策
略来组织您的日程安排。确保你分配了足够的时间来完成当前的最后期限，同
时也分配一些时间来在那些更大的项目上取得进展——即使每天早上 30 分钟
也能有所作为。

Too many of us make the mistake of procrastinating our hardest work. If this is the case for
you, try to map out a few milestones you need to hit and by when to deliver results in a timely
manner. The more you exercise this muscle by doing small, important tasks every day, the
stronger your mental rigor will become.
我们中有太多人犯了拖延最艰难工作的错误。如果您属于这种情况，请尝
试制定一些您需要达到的里程碑以及何时及时交付结果。你每天通过做小
而重要的任务来锻炼这块肌肉越多，你的精神严谨性就会变得越强。
Think like an owner.

An essential part of building good work ethic is adopting a “do it like you own
it” attitude. You can do this by being proactive in small, but powerful, ways.
像业主一样思考。
建立良好职业道德的一个重要部分是采取“像你自己一样去做”的态度。
您可以通过以小而有力的方式积极主动来做到这一点。

For instance, if something doesn’t make sense to you — the purpose of an assignment, the execution of a task, or
an unclear goal — ask questions to gain clarity. You might say: “I think I understand how this project will help
us meet our initial goal, but I’m having a hard time understating how it contributes to the larger goals of the
organization. I think knowing this will help me do better work and deliver stronger results for you and the team.
Can you provide some guidance?” Similarly, if you have a suggestion for another way to do things, speak up,
but do so with respect.
例如，如果某些事情对你来说没有意义——任务的目的、任务的执行或不明确的目标——提出
问题以澄清问题。您可能会说：“我想我了解这个项目将如何帮助我们实现最初的目标，但我
很难理解它如何为组织的更大目标做出贡献。我认为了解这一点将帮助我做得更好，并为您和
团队带来更好的成果。你能提供一些指导吗？” 同样，如果您有其他做事方式的建议，请大
声说出来，但要尊重。

Keep pushing to understand the right amount of autonomy that feels
good for both you and your boss.
不断努力了解适当的自主权，让你和你的老板都感觉良好。
Hold the team interests higher than your own.

It’s easy to get focused on your day-to-day tasks and what it takes to get you
promoted or rewarded at work. But don’t be the lone wolf who comes in, gets
their work done, and berates others when they fail to meet deadlines.
将团队利益置于个人利益之上。
您很容易专注于日常任务以及如何在工作中获得晋升或奖励。但不要成为
独狼，进来完成工作，并在其他人未能按时完成任务时斥责他们。

Instead, consider a different approach. When someone lets you down, think about how you can support them so
that the entire team will benefit. Embrace your inner team player and try different strategies for working
smoothly with your peers, such as having a courageous conversation to understand their differing perspective, or
recognizing that if your idea wasn’t adopted, it doesn’t mean it wasn’t valuable, it’s probably that it wasn’t right
for the time.
相反，请考虑采用不同的方法。当有人让您失望时，请考虑如何支持他们，
以便整个团队都能受益。拥抱你内心的团队合作精神，尝试不同的策略来
与同事顺利合作，例如进行勇敢的对话以了解他们的不同观点，或者认识
到如果你的想法没有被采纳，并不意味着它没有价值，可能是当时不合适
吧。

Ultimately, your goals should be to adopt a positive attitude. Remember that
collaboration will greatly increase the impact of the work you do. You’ll also
develop a reputation for reliability. When you hold the team interests higher than
your own, you show the team and the company that you care about the big
picture and are a team player.
最终，您的目标应该是采取积极的态度。请记住，协作将大大增加您所做
工作的影响。您还将赢得可靠的声誉。当你将团队利益置于个人利益之上
时，你就向团队和公司表明你关心大局并且是一个团队合作者。

Practicing these five strategies will develop a strong work ethic, setting you up
to be more easily hirable for future jobs. It develops your reputation and creates
the foundation for a successful career.
实践这五种策略将培养强烈的职业道德，让你在未来的工作中更容易被录
用。它可以提高您的声誉并为成功的职业生涯奠定基础。
Ethical Leadership 道德领导力
https://www.forbes.com/sites/forbesnonprofitcouncil/2021/09/02/ethical-
leadership-in-a-complex-world/?sh=644f34a7148f
• Establish ethical principles. As leaders, our first step must be to develop a set of principles that can be used to
guide the organization. These principles will vary from one organization to the next based on differences in
mission, goals and stakeholders served. State these principles specifically so that they can serve as a clear guide
to the decisions and behaviors that are prioritized within the organization. The principles should be enough in
number to ensure coverage of the issues faced by your organization, but small enough to establish the
organization’s core values.
• 建立道德原则。作为领导者，我们的第一步必须是制定一套可用于指
导组织的原则。根据使命、目标和所服务的利益相关者的差异，这些原则
因组织而异。具体说明这些原则，以便它们可以作为组织内优先考虑的决
策和行为的明确指南。这些原则的数量应足以确保涵盖组织所面临的问题，
但又应足够小以建立组织的核心价值观。
• Evaluate the situation, and collect data and information. Ethical issues and situations are complex, and
decisions we make as leaders rarely have clear-cut answers. Many will require tradeoffs between our core
organizational principles. When it comes to ethical decision-making, context and situation matter greatly. The
reality is that we rarely have all the information we need, nor do we always have the time necessary to conduct
in-depth research. However, leaders must seek multiple perspectives, ask questions, listen attentively to differing
opinions, and use relevant criteria to guide decisions.
• 评估情况并收集数据和信息。道德问题和情况很复杂，我们作为领导
者做出的决策很少有明确的答案。许多问题需要在我们的核心组织原则之
间进行权衡。当涉及道德决策时，背景和情况非常重要。现实情况是，我
们很少拥有所需的全部信息，也不总是有必要的时间进行深入研究。然而，
领导者必须寻求多种视角，提出问题，认真倾听不同意见，并使用相关标
准来指导决策。
• Consider the impact. As nonprofit leaders, we have many internal and

external stakeholders, including the people we serve, the employees of the
organization, our membership, donors and volunteers, as well as the community
at large and other nonprofit organizations in the sector. We must consider who
will be directly and indirectly impacted by the possible courses of action now
and in the future.
• 考虑影响。作为非营利组织的领导者，我们有许多内部和外部利益相
关者，包括我们服务的人员、组织的员工、我们的会员、捐助者和志愿者，
以及整个社区和该行业的其他非营利组织。我们必须考虑谁将受到现在和
未来可能采取的行动方针的直接和间接影响。
• Make a decision and communicate it transparently. The reality is that we live in a world of probabilities,
and there often isn’t only one potential course of action. Having established principles and conducting
thoughtful analysis can enable us to make a choice about the best possible course of action. Then, it is our
obligation to communicate with transparency how we arrived at the decision. This is one important way leaders
can model behavior and reinforce the values of the organization.
• 做出决定并透明地传达。现实情况是，我们生活在一个充满可能性的
世界，而且往往不只有一种潜在的行动方案。建立原则并进行深思熟虑的
分析可以使我们能够选择最佳的行动方案。然后，我们有义务透明地沟通
我们是如何做出决定的。这是领导者塑造行为和强化组织价值观的一种重
要方式。
• Monitor the impact of your choice and iterate as necessary. The decision
you make is intended to have a specific impact. Because we live in a world of
probabilities and uncertainty, it’s important to pay attention to whether the
course of action you have chosen is having its intended effect.
• 监控您的选择的影响并根据需要进行迭代。您做出的决定旨在产生特
定的影响。因为我们生活在一个充满可能性和不确定性的世界，所以重要
的是要注意你所选择的行动方针是否达到了预期的效果。
• Monitor the impact of your choice and iterate as necessary. There is no denying that our worlds are
becoming increasingly complex, and as leaders, it’s important to develop frameworks to ensure we are making
consistent decisions that are aligned with the core values of our organization. Nonprofit organizations remain at
the heart of solutions to world issues, and we can rely on our fundamental principles and our unique missions to
serve the common good.
• 监控您的选择的影响并根据需要进行迭代。不可否认，我们的世界正
变得越来越复杂，作为领导者，开发框架以确保我们做出与组织核心价值
观一致的一致决策非常重要。非营利组织仍然是解决世界问题的核心，我
们可以依靠我们的基本原则和我们独特的使命来服务于共同利益。
Traits of Ethical Leaders
道德领袖的特质
https://www.wgu.edu/blog/what-is-ethical-leadership2001.html#close
Leads by example. Ethical leaders should have the same expectations for themselves as for those that
work for them. Ethical leaders help their employees with daily tasks, so they have an in-depth
understanding of what the other workers do and the challenges that can come with their work. These
leaders are then able to guide employees as they do their daily tasks. Ethical leaders also show how to
be ethical and moral in their own work, which is a crucial example to other employees. When
employees see that their leaders are constantly making decisions with integrity and honesty in mind,
they are also willing to make those ethical considerations in their work.
以身作则。有道德的领导者应该对自己和为他们工作的人抱有同样的期望。有道德的领导者
帮助员工完成日常任务，因此他们可以深入了解其他员工的工作以及工作可能带来的挑战。然
后，这些领导者就能够指导员工完成日常任务。道德领导者还展示了如何在自己的工作中保持
道德和道德，这对其他员工来说是一个重要的榜样。当员工看到领导者不断以正直和诚实的态
度做出决策时，他们也愿意在工作中考虑这些道德因素。
Willing to evolve. Good leaders need to be able to evolve and adapt to the changes
that are sure to come in the business world. As businesses expands, get bought out,
merge, and more, adaptability is key for success. Good organizational leaders are
willing to take the changes that are coming and meet them head on. This helps
encourage employees to be adaptable and evolve with changes as well. Whatever
comes for a business, leaders can help steer the ship in a positive and ethical way.
愿意发展。优秀的领导者需要能够不断发展并适应商业世界必然发生的变化。
随着企业扩张、收购、合并等，适应性是成功的关键。优秀的组织领导者愿意
接受即将到来的变革，并积极应对。这有助于鼓励员工适应变化并随着变化而
发展。无论企业发生什么，领导者都可以帮助以积极和道德的方式引导这艘船。
Respects everyone equally. Respect is a vital element of ethical responsibility. Leaders that are ethical
will respect everyone, from their superiors to their employees, equally. Not showing respect to the
people around you can quickly create a negative or hostile work environment. It’s a sure way to lose
trust and create issues inside your organization. Not showing the same level of respect can make
people think they’re being treated unfairly, and can cause even more problems in the workplace.
平等地尊重每个人。尊重是道德责任的重要组成部分。有道德的领导者会平等
地尊重每个人，从上级到员工。不尊重周围的人会很快造成消极或敌对的工作
环境。这肯定会让你失去信任并在组织内部产生问题。不表现出同等程度的尊
重可能会让人们认为自己受到了不公平的对待，并可能在工作场所造成更多问
题。
Communicates openly. Leaders who have ethics need to excel at communication to

make sure their organization is a place of trust and honesty. Without communication,
issues can go undetected for a long time. This can create hostility and distrust in your
organization. Leaders who have ethical behavior focus on having good communication
that is honest and open with every single person in their organization.
公开沟通。有道德的领导者需要擅长沟通，以确保他们的组织是一个信任和诚
实的地方。如果没有沟通，问题可能会在很长一段时间内未被发现。这可能会
在您的组织中造成敌意和不信任。有道德行为的领导者注重与组织中的每个人
进行诚实和开放的良好沟通。
Manages stress effectively. Leaders and managers are faced with stressful situations every day, both
in their work life and their personal life. It’s not acceptable to take out your personal or even your
professional stress on your workers. This is taking advantage of a power dynamic and can create anger,
frustration, or fear in your employees. Leaders who have ethics know how to handle their stress in a
productive and positive way. Regular outbursts aren’t acceptable and will make your other workers
feel stressed as well. Good leaders who practice ethical behavior find ways to deal with their stress,
and encourage their employees to improve if needed, in positive, helpful ways.
有效管理压力。领导者和管理者每天都面临着工作生活和个人生活中的压力。将个人甚至职
业压力转移到员工身上是不可接受的。这是利用权力动态，可能会导致员工愤怒、沮丧或恐惧。
有道德的领导者知道如何以富有成效和积极的方式处理压力。经常发脾气是不可接受的，而
且也会让其他员工感到压力。践行道德行为的优秀领导者会找到应对压力的方法，并鼓励员工
在需要时以积极、有益的方式进行改进。
Mediates fairly. A moral leader is an expert in solving problems in a way that is fair to everyone
involved. They consider all the opinions and people involved in order to be fair and impartial. Good
organizational leaders are compassionate and kind when helping solve problems and issues. They want
to make sure everyone can continue to work together well after the disputes are resolved, and are
focused on positive interactions moving forward. Employees will trust leaders who practice ethics who
they know will listen and care about them.
公平调解。道德领袖是以对每个参与者都公平的方式解决问题的专家。他们考
虑所有意见和涉及的人，以做到公平公正。优秀的组织领导者在帮助解决问题
和问题时是富有同情心和友善的。他们希望确保争端解决后，每个人都能继续
良好合作，并专注于向前推进积极互动。员工会信任践行道德的领导者，他们
知道这些领导者会倾听并关心他们。
Ethical Leadership Examples
道德领导力例子
https://www.wgu.edu/blog/what-is-ethical-leadership2001.html#close
Sam is in a meeting with his staff when a concern is raised by Taylor.

Sam brushes it off as something that’s not a very big deal. As a result,
Taylor won’t bring up issues in the future that end up losing them a
customer.
当泰勒提出疑虑时，萨姆正在与他的员工开会。山姆认为这没什
么大不了的，对此不予理睬。因此，泰勒将来不会提出导致他们
失去客户的问题。
Good or Bad Example of Leadership?
Kelly is good friends with Grace at the office. Grace and Aaron work together often,
and are having an issue when it comes to priorities and meeting deadlines. When
listening to the dispute, Kelly assumes that Grace is correct and doesn’t take Aaron’s
grievances into account very seriously. Aaron can sense this bias, and takes the dispute
to HR, who finds that there was an issue and Kelly didn’t take care of it.
凯利和格蕾丝在办公室是好朋友。格蕾丝和亚伦经常在一起工作，在优先事项
和按时完成任务方面存在问题。听到争执后，凯利认为格蕾丝是对的，并没有
很认真地考虑亚伦的不满。亚伦（ Aaron ）可以感觉到这种偏见，并将争议提
交给人力资源部，人力资源部发现存在问题，而凯利（ Kelly ）没有解决它。
Joel tells his employees they need to be constantly accurate with clocking out for
lunches every day. But often, Joel will take a lunch in his office, so he doesn’t
clock out, but he isn’t working. This poor example leads his employees to distrust
him, to gossip about him, and feel frustrated.
乔尔告诉他的员工，他们每天必须准确地打卡去吃午餐。但乔尔经常会在他
的办公室吃午餐，所以他不会下班，但他并没有工作。这个糟糕的榜样导致
他的员工不信任他，议论他，并感到沮丧。
Lisa is a restaurant manager who helps her waitstaff when they are
busy. The staff appreciates the fact that Lisa notices and is willing to
help them out.
丽莎是一名餐厅经理，她在服务员忙碌时为他们提供帮助。工作
人员很感激丽莎注意到这一事实并愿意帮助他们。
Kerry is going through some issues with her family at home which is making her
feel stressed. She takes five minutes to herself when she gets to her office every
morning to help her leave the stress at home, and get through the day. Her staff is
very appreciative that she is kind and calm during work.
克里在家里与家人发生了一些问题，这让她感到压力很大。每天早上到办
公室时，她都会花五分钟的时间独处，以帮助自己摆脱家里的压力，度过
这一天。她的员工非常欣赏她在工作中的友善和冷静。
George is leading his team through a merger with another organization. Many of
his employees are stressed, but George is a confident and positive model of how
to do work well without being overly anxious. His staff feels more confident and
at-ease because George is so relaxed and positive.
乔治正在带领他的团队与另一个组织进行合并。他的许多员工都承受着压
力，但乔治是一个充满自信和积极的典范，他教导如何在不过度焦虑的情
况下做好工作。他的员工感到更加自信和自在，因为乔治是如此放松和积
极。
Good or Bad Example of Leadership?
Ethical Leadership Cases
道德领导力案例
https://onlinemasters.ohio.edu/blog/ethical-leadership-case-studies/
British Petroleum—
Deepwater Horizon Disaster
英国石油公司——
深水地平线灾难
The Situation
British Petroleum (BP) operated the Deepwater Horizon oil well in April 2010,
when an explosion rocked the rig and caused its collapse. The accident caused an
oil gusher that spilled an estimated 4.9 million barrels of oil in the Gulf of
Mexico. The spill continued for 87 days and affected hundreds of miles of
coastline. https://www.youtube.com/watch?v=_tq91E9WRRY
情况
2010 年 4 月，英国石油公司 (BP) 运营深水地平线油井，当时爆炸震动
了钻井平台并导致其倒塌。此次事故导致墨西哥湾石油喷出，估计有 490
万桶石油泄漏。漏油事件持续了 87 天，影响了数百英里的海岸线。
The Ethical Decisions

In 2011, the United States government found BP guilty of several ethical violations that contributed to
the size and severity of the spill. The chief complaint from the government was that, in an effort to
maximize profits, BP chose to use low-grade construction supplies for the rig, while cutting corners on
safety procedures. The Department of Justice fined BP more than $4.5 billion and convicted the
company of 11 counts of manslaughter and lying to Congress.
道德决策
2011 年，美国政府认定英国石油公司犯有几项道德违规行为，导致了泄漏事件
的规模和严重性。政府的主要抱怨是，为了实现利润最大化，英国石油公司选
择在钻井平台上使用低档建筑材料，同时在安全程序上偷工减料。美国司法部
对 BP 处以超过 45 亿美元的罚款，并判定该公司犯有 11 项过失杀人罪和向
国会撒谎罪。
The Lesson
Earning a return for shareholders is a primary responsibility of businesses, but
profits cannot come at the expense of the health and safety of the public. Cutting
corners and trying to evade responsibility for unethical actions may bring stiff
financial penalties from local, state, and federal authorities.
课程
为股东创造回报是企业的首要责任，但利润不能以牺牲公众的健康和安全
为代价。偷工减料并试图逃避不道德行为的责任可能会受到地方、州和联
邦当局的严厉经济处罚。
Starbucks—An
Environmental Problem
星巴克——一个环境问题
The Situation
Critics of Starbucks blamed the company for adding to environmental problems all over the United States in
2007 and 2008. The complaints centered on two issues. First, Starbucks used an inordinate amount of water to
make drinks for customers. At a time when much of the country was experiencing severe droughts, the overuse
of water was a legitimate concern. Additionally, Starbucks’ cups generated tons of landfill waste that increased
the operating costs of city landfills.
情况
星巴克的批评者指责该公司在 2007 年和 2008 年加剧了美国各地的环境
问题。这些抱怨集中在两个问题上。首先，星巴克使用过量的水为顾客制
作饮料。当时该国大部分地区正经历严重干旱，过度用水是一个合理的担
忧。此外，星巴克的杯子产生了大量的垃圾填埋废物，增加了城市垃圾填
埋场的运营成本。
Starbucks—An

Starbucks was quick to address both concerns. The company designed new low-flow machines for drip stations
that radically reduced water usage. Then, Starbucks began an incentive program for customers who brought
reusable cups to the store. Since instituting the changes, Starbucks has seen explosive growth in profits and
shareholder returns.
道德决策
星巴克很快就解决了这两个问题。该公司为滴水站设计了新型低流量机器，
从根本上减少了用水量。随后，星巴克针对携带可重复使用杯子到店的顾
客启动了一项奖励计划。自实施这些变革以来，星巴克的利润和股东回报
出现了爆炸性增长。
Starbucks—An
The Lesson
Consumers are attracted to brands that have a strong commitment to the
environment and exhibit ethical leadership. The programs cost Starbucks money
in the short-term but built a solid foundation for growth.
课程
消费者会被那些对环境做出坚定承诺并表现出道德领导力的品牌所吸引。
这些计划在短期内花费了星巴克大量资金，但为增长奠定了坚实的基础。
Volkswagen—Evading
Oversight
大众汽车——逃避监管
The Situation
The EPA issued new guidelines for auto manufacturers that were designed to
reduce emissions in the early 2010s. Many companies complained about the
increased costs but eventually met the new standards. In April 2016, the EPA
discovered Volkswagen (VW) cheated the testing system and failed to meet the
new standards. 情况
2010 年代初期，美国环保局 (EPA) 为汽车制造商发布了旨在减少排放的
新指南。许多公司抱怨成本增加，但最终还是达到了新标准。 2016 年 4
月，美国环保局发现大众汽车（ VW ）在测试系统中作弊，未能达到新标
准。
Oversight

VW engineers were instructed to trick the system by only activating emissions-saving
features when the car was running in test conditions. When the company was charged
with unethical behavior, VW acted quickly to right the wrongs. VW offered to buy
back almost 500,000 cars and offered parts to upgrade systems in other models.
Several high-ranking executives lost their jobs as a result of the scandal.
道德决策
大众工程师被指示通过仅在汽车在测试条件下运行时激活减排功能来欺骗系统。
当公司被指控有不道德行为时，大众汽车迅速采取行动纠正错误。大众汽车提
出回购近 50 万辆汽车，并提供零件来升级其他车型的系统。多名高级管理人
员因丑闻而失去工作。
Oversight
The Lesson
Leaders in a company at times make poor decisions, but the overall leadership of the company
is responsible for the organization’s long-term health. By acting swiftly to solve the problem
and firing unethical leaders, VW established itself as a company that will not stand for
unethical practices. Sometimes, a clear break with unethical leaders is the only way for a
company to regain lost public trust.
课程
公司领导者有时会做出错误的决策，但公司的整体领导层对组织的长期健康负
责。通过迅速采取行动解决问题并解雇不道德的领导者，大众汽车确立了自己
作为一家不会容忍不道德行为的公司的形象。有时，与不道德的领导者明确决
裂是公司重新获得公众信任的唯一途径。
3M—A Culture of Ethical
Practices
3M—— 道德实践文化
The Situation
For more than a century, 3M has been a profitable and well-respected company
in the United States, and one of the keys to its success has been its commitment
to ethics. 3M has been named one of the most ethical companies in the world for
more than a decade, winning the award for the most ethical company three years
in a row.
情况
一个多世纪以来， 3M 在美国一直是一家盈利且备受尊敬的公司，其成功
的关键之一就是其对道德的承诺。 3M 十多年来一直被评为全球最具道德
企业之一，连续三年荣获最具道德企业奖。
Practices

Long ago, 3M recognized that companies need a culture of ethics and personal
responsibility if they expect their leaders to be ethical. The company created a code of
conduct and leadership behaviors that every employee, from the lowest-paid hourly
worker to the C-suite level, must adhere to and discuss during annual performance
evaluations.
道德决策
很久以前， 3M 就认识到，如果公司希望领导者具备道德操守，就需要一种道
德文化和个人责任感。该公司制定了行为准则和领导行为准则，从最低工资的
小时工到最高管理层，每位员工都必须遵守并在年度绩效评估期间进行讨论。
Practices
The Lesson
3M shows that ethical leadership is easiest when ethical behavior is ingrained in
the company’s culture. Decision-makers are not tempted to make unethical
choices, because they have a deep understanding of why the ethical choice is
better for the company’s long-term health.
课程
3M 表明，当道德行为根深蒂固于公司文化时，道德领导力是最容易实现
的。决策者不会做出不道德的选择，因为他们深刻理解为什么道德选择更
有利于公司的长期健康发展。
Practices
The Lesson
Companies that want ethical leadership must make a commitment to ethics across
every tier of the business, and hold themselves accountable for making poor choices.
Short-term gains from unethical decisions may seem good for the bottom line, but
when the fallout occurs, all of those gains evaporate, and the company is left to pay a
harsh penalty for its decisions.
课程
想要道德领导力的公司必须在业务的各个层面做出道德承诺，并为自己做出的
错误选择承担责任。不道德决策带来的短期收益似乎有利于盈利，但当后果发
生时，所有这些收益都会消失，公司只能为其决策付出严厉的惩罚。

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Work Ethic 职业道德

Reliability and dependability: You need to meet deadlines on time, act

All four qualities demonstrate professional integrity, or the practice of showing

• Low work quality • 工作质量低

Follow the lead of peers, mentors, and bosses.

Follow the lead of peers, mentors, and bosses.

Follow the lead of peers, mentors, and bosses.

Re-prioritize each day, and start it strong.

Re-prioritize each day, and start it strong.

Re-prioritize each day, and start it strong.

Think like an owner.

Think like an owner.

Think like an owner.

Hold the team interests higher than your own.

Hold the team interests higher than your own.

Hold the team interests higher than your own.

Hold the team interests higher than your own.

• Consider the impact. As nonprofit leaders, we have many internal and

Communicates openly. Leaders who have ethics need to excel at communication to

Sam is in a meeting with his staff when a concern is raised by Taylor.

The Ethical Decisions

The Ethical Decisions

The Ethical Decisions

The Ethical Decisions

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