Photo by Tingey Injury Law Firm on Unsplash
pthr.co.uk — Principles
pthr.co.uk —Mission, Vision, Purpose and Manifesto
  • Our Principles are upheld and manifested and are helping us.
  • Our Manifesto pledges upheld, delivered and developed.
  • Our Purpose directing our efforts, products, services and support.
  • Our Vision is our beacon, our spotlight and our frame for what it’s all about.
  • And our Mission — how we ultimately want to be known in the world.
  1. Apologies are natural but need to follow up with positive, restorative justice actions. I subscribe to the concept of penitence. So for example, if someone on the team did wrong and breached a principle, I’d step in to take the self-imposed punitive measures. Not to bail them out. But because people need to know that they may ride out their own punishment by justifying their actions, but if someone takes the hit, the guilt is hard to take (no matter how almost psychopathic you are).
  2. So clearly in Point 1, penitence is harder when the “person at the top” has breached the principle. Because anyone “under” them looks like they’re merely shielding the leader and taking the wrap, thus letting them off. So in this instance, the leader has to lose their privileges and turnover power and control to others. They need to be neutered, muted and contained until proven they can regain trust, be principled and lead again. Often this is by forced removal or self-imposed exit.
  3. Point 2 shows why there ALWAYS needs to be a check-and-balance measure for the most powerful individual in the fold. And recent impeachment failures and rewriting Ministerial Codes means it has to be stronger than a vote or striking of keyboards and publishing of unilaterally accorded new guidance. Someone or something needs to hold the most senior person to account in the organisation. If leaders have no “safety valve” like this, it’s not safe until they do. If they self-introduce that safety valve, they are likely never going to need it anyway.
  4. Complicitness helps principles be broken. Those people in 10 Downing Street and the Cabinet Office KNEW they were breaking rules, being inappropriate and inconsiderate to the nation and yet justified their actions because of their “heroics”. No. Just no. No excuse. So anyone who feels compromised by others' actions has to have an outlet. To invoke something that puts this toxic waste in a sealed container. Whistleblowing, reporting etc all seem to be in place yet principles get broken and damage is done all the time. WeWork, Uber, Enron, VW, Wells Fargo, DuPont — the list is far too long where people are forced or are willingly complicit. Watchdogs and committees appear to have the final say but also appear toothless and late to the game. Media exposure is now challenged by libel cases. Reporting isn’t as clear cut as it might have been. Freedom of protest or expression is not as accessible as it used to be. So with that in mind, if leaders do not have clear ways that anything that breaks a principle can be countered by safe, secure and swift action, they’re not doing their job. Make it so. Boards hold CEOs to account or Non-Execs hold Boards to account or Shareholders/Stakeholders hold them all to account.



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Perry Timms

Perry Timms

CEO PTHR |2x TEDx speaker | Author: Transformational HR + The Energized Workplace | HR Most Influential Thinker 2017–2021 | Soulboy + Northampton Town fan