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them immediately.
"If one employee is stealing from you, for instance, you must get rid of that person," says Jay Smith of the University of Alabama at Birmingham. "But you also need to ask yourself what you might do to prevent the situation from occurring. Don't excuse it and don't sweep it under the rug, but investigate more than the symptom."
Smith says having a written statement defining your company's core values won't prevent employees with bad intentions from behaving dishonestly, but it will make it clear where you stand.
Pete Cowgill of H&C Tool Supply developed a brief corporate value statement that he gives to employees. One of the most important values he tries to instill is the need to treat people with honesty and fairness.
"There has to be implied trust throughout the organization," he says. "If you get a crack in the dike, it's only a matter of time before other employees find out and start doing the same thing. Before you know it, you have a bunch of people bending rules. If they're doing it in the organization, they'll start doing it with customers and suppliers. Before you know it, your reputation is ruined. Any time you know about it, you need to step up and deal with it, even if it's painful to do so."
Hoppock often talks to salespeople about making ethical business decisions. She knows that her company's success requires relationships built on trust. A breach of ethics can seriously damage a company's reputation.
"If I
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