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According to a recent study conducted by the global consulting firm, EY, 97% of respondents reported that it is important for companies to act with integrity. Many companies tout integrity as a core principle of their organizations in an attempt to reassure customers, employees, and the wider public that their organization plays by the rules. By some estimates, integrity is ranked as one of the most cited corporate core values, with over 80% of companies listing integrity as a core value. But simply including integrity on your list of core values and mounting that list on a plaque on a wall (as many companies do) wont positively influence your culture unless your core values are fully embraced and lived by employees each and every day. After all, Enron was once the darling of corporate America and a supposedly stellar business success storyuntil news broke that Enron had engaged in what would turn out to be one of the biggest accounting scandals in U.S. history. Here’s why listing integrity as a core value and getting employees to live with integrity in the workplace can pose a challengeeven for companies with the best of intentions. A few years ago, the CEO and chairperson of a large financial institution were caught with their hands in the proverbial cookie jar, engaged in what could be described, at best, as questionable behavior. When the media asked the chairperson if what she and the CEO had done was aligned with the companys core value of integrity, the chairperson replied, Integrity means different things to different people. The media and the public were outraged by the response. But, yknow what? The chairperson was right! Integrity does mean different things to different people when it comes to business practices. Here are three steps to take if you want to build a company where everyone understands exactly what integrity means to the organization and exactly how to demonstrate integrity in the workplace. 1. Define what integrity means for your company An organizations perspective on the topic of integrity most often comes from the leadership of that organization, and their various versions of integrity are often reflected in corporate policies. For instance, ice cream chain Ben and Jerrys version of integrity is reflected in their policy to only use fair tradecertified ingredients, ensuring that farmers along their supply chain are paid a fair price for their products. Chipmakers like Intel demonstrate their version of integrity by avoiding using conflict minerals that are mined under conditions that could be considered to be abuses of human rights. The Body Shop demonstrates its version of integrity by committing to never testing its products on animals. Some companies whose very business models, products, services, or waste may be viewed by others as causing harm to the communities in which they operate try to demonstrate integrity by engaging in acts of restitution. For instance, timber company Hampton Lumber plants three trees for every tree it harvests. Outdoor clothing company Patagonia, known not only for the quality of its products, but also for its efforts to minimize damage to the environment, donates 1% of revenue to environmental groups. (Despite these actions, some critics insist that the acts of restitution pale in comparison to the destruction caused by the companies and even accuse these companies of greenwashinga deceptive practice designed to paint organizations as being more environmentally conscious than they are.) But, demonstrating boardroom integrity through corporate policies isnt enough to qualify a company as being one that acts with integrity. Companies also need to demonstrate integrity at the grassroots level. It makes little sense to list integrity as a company core value unless that commitment to integrity permeates every corner of the organization on an individual, team or departmental level. 2. Clarify what integrity means for your employees So, since integrity may mean different things to different people, how can a companys employees truly commit to integrity as a core value? Theres no easy answer to that question, but one way to stay within the boundaries of ethical behavior is to use the social media test where you instruct your employees to ask themselves, would I be comfortable if this behavior, action, or decision were to be reported on social media (or in the newspaper) for everyone to see? If the answer is no to this litmus test, then deep down in their hearts, they probably recognize that whatever they are considering probably isnt aligned with the principle of integrity. Another way to clarify to your employees how to act with integrity in the workplace is to articulate clear behavioral expectations expressed not in abstract concepts but in clear, crisp, and concise language, using what I refer to as the even if principle to make it crystal clear that your organization values integrity over the potential short-term benefits of acting unethically. For instance, members of your organizations sales department might be told: Integrity means never misrepresenting a product to close a deal, even if it means losing a sale. Consultants that provide services on an hourly rate to clients might be instructed to never overestimate or bill clients for time not spent on the accounteven if that means not hitting monthly billing targets. Quality control managers at a company that manufacture parts may be told in no uncertain terms to never ship faulty productseven if a customer might never notice the defects. 3. Take Accountability Seriously Next, its important to hold employees (especially leadership) accountable for these standards. One way to hold people accountable is through the use of independent oversightsuch as an empowered board of directors, ethics committees, or external auditors. To be effective, these bodies must have the authority to investigate ethical concerns, insist on transparency, reward employees for acting with integrity, and apply consequences to those who violate their companys standards for acting with integrity. Most importantly, these bodies must not be influenced by internal politics and should not be able to be fired on the whims of the leadership team who they are holding accountable. Ideally, these oversight bodies should be proactive, with audits that identify potential conflicts early enough to prevent ethical mischief. Another way to hold leaders accountable is to create a culture where employees at all levels feel safe reporting ethical concerns without fear of reprisal. Anonymous reporting and whistleblowing channels can help identify problems that leadership might otherwise missor wose, knowingly condone. The desire to operate a company that acts with integrity is a noble onebut, as we have seen, one that is fraught with challengesparticularly because acting with integrity means different things to different people. No wonder research shows that just 23% of U.S. employees strongly agree that they can apply their organizations values to their work every day! If you want your organization to be one in which employees can apply integrity to their work every day, follow the three steps above. Define what living with integrity means for your organization, drill down to the employee level and remove any ambiguity about how employees can live with integrity, and hold everyone in your organization (especially the leadership team) accountable for living with integrity. Once youve done this, you will be in a much better position to lead with integrity, maintain your reputation in the marketplace, and navigate complex ethical challenges.
Category:
E-Commerce
Early in my career, a boss encouraged me to leave a stable operations role for a position in sales. They noticed my natural persuasiveness in communication and approach to problems, skills they believed could translate into success in a completely different discipline. It felt like a gamble. I was trading a steady income for compensation directly tied to performance and sales volume. And, I would be venturing into a role where I had no prior experience. But I ultimately took the leap, and that shift changed the entire trajectory of my career. That experience taught me to embrace discomfort and trust in my capacity to grow. It also revealed something fundamental about sales: success doesnt come from a single mold. Coming from an operations background, I spoke the language of operators, and that authenticity gave me instant credibility with the very people I was selling to. That experience didnt just redefine my career path; it reshaped how I lead. Today, I actively look for opportunities to help others pivot into roles they never would have considered on their own. With the right encouragement and adequate support, people can thrive in roles in which they have no prior experience. People want growth, but rarely make the first move Its tempting to keep strong performers exactly where they are. When someone excels in a specific function, moving them can feel like a loss, especially when resources are tight and hiring is competitive. But this mindset is shortsighted. Holding people in a specific track because they are performing well may feel efficient in the short term, but it can stagnate both the individual and the organization. One of the most effective ways to help people reach their full potential is to create pathways to grow outside their current functions. This isnt simply a leadership philosophy; its reflective of employee feedback. Overall, 42% of workers are interested in upskilling or looking for upskilling opportunities, according to a McKinsey report. For most, myself included, pursuing a career pivot is rarely self-induced. People tend to stay where they are comfortable, and taking on a role that requires a new skill set can be daunting and fear-inducing. Thats where leaders come in. Leaders have the power to soften that fear of the unknown. By showing belief in someones potential and backing it with support, theyre given the confidence to try something new. And more often than not, people rise to the occasion. When I first joined Fintech, we needed a new marketing lead. The natural instinct might have been to hire someone from the outside with a textbook marketing background. But instead, I looked inward. One of our operations team members had been with the company for several years. She had no formal marketing experience, but she understood our customers. She had a creative spark, strong communication skills, and a deep sense of ownership. I encouraged her to consider the role. Today, shes not only a capable marketing lead, shes also one of our strongest cross-functional thinkers, bridging the gap between product, ops, and customer success. Making career pivots work These kinds of internal transitions are entirely possible, but they require structure and attentiveness. Individuals with untapped potential who prioritize strong communication, think beyond their interests, go the extra mile, and take pride in their work are prime candidates. They often just need a nudge and someone to believe in their ability to succeed to take the leap. But encouragement alone isnt enough. Gaining buy-in from the team leader in the department where someone is transitioning is critical. Equally important is crafting a clear, detailed plan and communicating it transparently. Success must be defined in small, achievable milestones. For someone new to sales, that might mean setting a daily target of reaching out to 10 prospects, recording those conversations, and reviewing them with a supervisor to refine their pitch and delivery. In product development, early wins might come from reconnecting with a previous team to discuss a few targeted changes that could have immediate impact. Sometimes, the milestone is simply exposure. Giving someone the opportunity to present to an internal group can be transformativeespecially for younger professionals who may have had little experience speaking in front of others. Its surprising how often that skill is underdeveloped, yet its so critical to career progression. Early wins, no matter how minor, build confidence, and confidence is a powerful catalyst for long-term success. Creating a safety net is also essential. Provide reassurance that if the move doesnt work out, they still have a place within the company. People are far more willing to take risks when they know failure wont lead to free fall. Our operations lead was hesitant to pivot to marketing at first. Mentorship was central to making this transition successful. It began with short, focused 15-minute daily check-insjust her and mewhere wed walk through her goals for the day and how she planned to approach them. These conversations created structure, built momentum, and gave her a safe space to ask questions and reflect in real time. The key was setting goals that were both practical and confidence-building. We set early milestones, which included attending management meetings and offering insights from an operations lens that marketing could amplify, collaborating with leadership to understand stakeholder expectations, and delivering a competitive analysis to leadership using her operational expertise to surface gaps and opportunities. As her tactical foundation solidified, our daily meetings transitioned into weekly hourlong strategy sessions. She began to link execution with strategy, and that is where her operational background allowed her to gain trust in other departments. With a clear development plan, dedicated mentorship, and achievable early goals, she settled into the role and began to thrive. The cost of growth vs. the cost of staying still According to the World Economic Forum, employees will require new skills in the next five years, and six in 10 will require additional training before 2027. Companies that dont build internal opportunities now risk falling behind, both in talent retention and capability-building. Investing in people this way has always, in my experience, reaped a substantial return on investment. It rarely leads to loss. Both individuals and the company benefit: organizations that prioritize career development outpace others on key indicators of business success. A former boss once shared an anecdote thats stuck with me: A CFO asks the CEO, What if we invest in training our people and they leave? The CEO replies, What if we dontand they stay? Too ofte, leaders get caught up in costs. Whats far riskier is underinvesting in your team and watching great talent walk out the door, or worse, watching them stay and disengage. The leaders of tomorrow wont just be measured by their ability to drive results. Theyll be remembered for their ability to spot potential in unlikely places and to nurture it. Growth isnt just about upward movement. Sometimes, its about having the courage to take on something new and the encouragement to try.
Category:
E-Commerce
A few years ago, I read an article that changed how I think about bourbon. It wasnt about distilling or aging. It was about bread. Bread Is Broken by Ferris Jabr explores how modern industrial farming stripped grains of their flavor and nutritional value in exchange for higher yield, longer shelf life, and cost efficiency. As I read, I kept wondering if flavor has been lost in wheat; what does that mean for the wheat in our whisky? So, I called Dr. David Van Sanford, a wheat breeder at the University of Kentucky, to ask if anyone had studied how farming practices impact flavor. He paused and said, Youre the first person whos ever asked me that. That one question, nearly a decade ago, reenergized our pursuit of flavor. In that time, we expanded our farm operations, benchmarked our sustainability efforts, and doubled down on new regenerative processes: no-till farming, cover cropping, and crop rotation, which we knew would create healthier soil and therefore better flavor in our bourbon, and launched Star Hill Farm Whisky. As we approach Climate Week in New York City, where regenerative agriculture is gaining attention, I want to share three lessons Ive learned over the past 10 years that continue to guide our work. 1. Cultivate an infinite mindset When new leaders join our team, I often hand them a copy of Simon Sineks The Infinite Game. What really struck me about Sineks book is the idea that an infinite mindset isnt about winning in the traditional sense; its about ensuring the game continues. For me, that means stewardship over short-term gains: How do we leave the land, our bourbon, our culture, and our industry stronger than we found it? That perspective has shaped the way I lead, and it directly connects to regenerative agriculture, which is all about investing in farmland to become more nutrient-dense, flavorful, and resilient for the future. Bourbon is, after all, an agricultural product. If we want bourbon to have a future every bit as rich as its past, we have to be thinking about the long game. Increasingly, distillers are. 2. Dont go at it alone When our team unlocked the deep connection between soil health and flavor, we knew we couldnt do this alone so we sought out scientists, farmers, researchers, and thinkers like Gabe Brown, whose work on regenerative systems helped shape our approach. We quickly found our tribe. Weve built a lasting partnership with Regenified and its CEO, Salar Shemirani, working alongside their team to recognize and certify farmers, ranchers, and communities for their dedication to biodiversity, soil health, water quality, and ecosystem resilience. To amplify their work and the work of Gabe Browns Understanding Ag, we launched the Makers Mark Regenerative Alliance this year, which provides education and technical support to build healthy farm ecosystemsbeginning in the greater Kentucky, New York, and London areas. Weve already begun onboarding (and continue to invite) farms, bars, and restaurants to adopt regenerative practices in their sourcing, operations, and menu storytelling. You can nominate a farm or restaurant that is already practicing regenerative agriculture to join our alliance and help amplify their work. 3. Be uncompromising about what matters When my grandparents, Margie and Bill Samuels Sr., founded Makers Mark, they chose outlying land in Loretto, Ky, because of its natural water source and proximity to growers. They challenged convention to create a balanced handmade spirit rooted in the land. Now more than ever, people want the products they enjoy and brands they buy to have a higher purpose, be transparent, and authentic to who they are. For us, that translates to an unreasonable commitment to quality made with respect for the land. And its encouraging to see distilleries adopting practices that go beyond business as usual, pursuing certifications like B Corp and Regenified and collaborating through initiatives like the Estate Whiskey Alliance (EWA). As a founding member of the EWA, were working alongside whiskey producers, farmers, academic institutions, and suppliers who believe transparency and traceability in ingredient sourcing and production methods are essential for both business and consumers. In just one year, EWA has nearly tripled its membership, certified its first products, and funded groundbreaking research. These are all important steps toward making regenerative farming the expectation rather than the exception. For businesses ready to take similar steps, B Corp offers a clear framework and pathway to embed social and environmental responsibility into the heart of operations. Getting involved begins by completing the B Impact Assessment to measure your current impact and chart a course toward certification. Like joining the EWA, its an opportunity to be part of a broader movement where collective action accelerates change. These efforts demonstrate that the industry can create a more resilient and sustainable future for bourbon, agriculture, and future generations. So, what does bourbon have to do with the future of farming? More than you might think. Rob Samuels is managing director and 8th-generation whisky maker at Star Hill Farm.
Category:
E-Commerce
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