Camp Fire Academy
Learning path
Complete UI/UX Masterclass UI/UX Design Foundations UI/UX Design Intermediate Advanced UX Strategy
Specialisations
Fintech & Banking UI/UX UI/UX with AI Training UX for Leaders Design Thinking Figma Training
Most requested
AI for Workplace Productivity Excel for Business Power BI & Business Intelligence Cybersecurity Awareness PDPA Compliance Data Protection Officer Browse the full catalogue →
For teams
Corporate & In-House Training LMS & Self-Paced Learning Events
Company
About Contact Verify Certificate WhatsApp

Leadership for Ethical Organisations

Staff work out what an organisation really values by watching what happens, not by reading what is written. They watch which behaviour gets promoted, what happens to the top biller who cut a corner, and whether the person who raised a concern last year is still doing well. This day is for the leaders whose decisions produce those signals. It is less about ethical theory than about the specific choices that make integrity either the default or a slogan.

Programme Agenda

Tone From the Top, Examined

What the phrase means operationally rather than rhetorically. The decisions, allocations of time, and silences that communicate priority more clearly than any statement of values.

Why Good People Do the Wrong Thing

Goal pressure, incrementalism, diffusion of responsibility, and the normalisation of a practice that would not have been accepted if proposed on day one. Recognising it in your own organisation rather than in a case study.

A Usable Decision Framework

Working through an ambiguous decision when the rulebook does not settle it. Tests that are practical under time pressure, and knowing when the answer is to escalate rather than to decide.

Incentives and Unintended Consequences

Targets, commission structures, and ranking systems that reward exactly the behaviour the policy forbids. Reading your own incentive scheme for what it actually pays for.

Psychological Safety and Speaking Up

The conditions that determine whether a concern reaches you. Reaction to bad news, treatment of dissent in a meeting, and the difference between an open door and an approachable manager.

The Test Case

The high performer who breached, the long-serving employee, the client relationship that would be lost. What consistency costs, and what inconsistency costs more.

Difficult Conversations About Conduct

Raising a concern with a peer or a superior, challenging a decision without making it personal, and holding the line when the pressure to let it go is commercial rather than personal.

Leadership Commitments

Participants identify the specific practices in their own area that contradict the stated position, and commit to a small number of changes with dates attached.

Learning Outcomes:
Identify the signals your own decisions send about what is really valued
Recognise the conditions under which capable people drift into misconduct
Apply a decision framework when the rules do not resolve an ambiguous situation
Read an incentive structure for the behaviour it actually rewards
Build the conditions under which people raise concerns early
Handle a breach by a high performer consistently
Conduct a difficult conversation about conduct with a peer or superior
Commit to specific changes in your own area with a timeline

Duration: 1 Day (8 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: Senior / Leadership
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

Chief executives, directors, heads of department, senior managers and high-potential managers moving into senior roles. It works best with an intact leadership team rather than individuals from different organisations, because the discussion turns on shared context.

No. Compliance courses cover what the rules require. This one covers leadership behaviour in the space the rules do not reach, which is where most integrity failures actually begin. It complements the compliance programmes rather than substituting for them.

In parts, deliberately. The test case and commitments modules ask participants to look at specific practices in their own organisation. Sessions are run so that the discussion stays constructive, and we agree the ground rules with the sponsor beforehand.

Yes, and that is a common format. For a board or exco the session is usually condensed to a half day with the incentive and test case modules given the most time.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.

More in Integrity and Governance