Respect at Work Case Study Leader Guide

TALKING THE WALK
CONVERSATIONS FOR MANAGERS AND EMPLOYEES
Case Scenario
#RespectAtWork
SPECIAL
EDITION
Tuesday, 11 a.m.
I’m not surprised that Brandon got the promotion instead of me, Heather says to
herself. He’s got the fancy degree, the charm, and he reels in the big fish. I could do
the same, if only someone would give me a shot.
5:30 p.m.
Wow, Heather thinks to herself, this meeting is going really well. Brandon THE CHARACTERS
is surprisingly interested in my input… Her thought is interrupted. Heather, an ambitious employee
Brandon, Heather’s new boss
“Heather, I’m really impressed with you,” Brandon says. “You’ve got great
Jack, Brandon’s boss
ideas. You’re sharp. I’m sure it’s been hard for you around here. People
sometimes just don’t take beautiful women seriously.” Crystal, Jack’s assistant
Did I just hear that? Heather thinks.
As Brandon walks Heather to the door, he comments on her blouse: “It’s very…attractive. Be careful. You
wouldn’t want to give a guy the wrong idea.”
Heather can feel his gaze. He opens his office door, then guides her out, his hand on her back. It lingers a
few seconds, then slides a hair too low.
Thursday, 7:00 p.m.
I wish I could have avoided it. Heather thinks. But Brandon is my boss; I had to meet with him. I just wish it
had been before his assistant, Crystal, left for the day.
Still, who asks you to sit on a couch to talk about work? Who sits that close by accident? Never has my
boss sat so that his knee was brushing against mine. I also don’t remember any supervisor ever who felt
the need to remind me over and over that he’s “over me” now and that I’m “under him.” All I know is that I
want to go home, take a shower, and scrub off this feeling. Should I have worn a different outfit? Is this my
fault? How in the world am I going to face him across the table at our team meeting tomorrow morning?
© 2018 Ethics & Compliance Initiative

TALKING THE WALK
#RespectAtWork case continued FROM THE ECI

Monday, 9:30 a.m.
“Heather, are you feeling better?” VP Jack asks Heather as she

DATABANK
passes by his office. “We missed you on Friday. How is it working On average:
with your new supervisor? Brandon’s got great things to say
about you. Said he sees some real potential in you. There are 18% of US employees observe abusive or
intimidating behavior that creates a hostile
some management training slots opening up in the next few workplace;
months, and he thinks with some extra coaching you’ve got a real
shot. Brandon even volunteered to put in extra one-on-one time 7% of employees observe at least one act of
with you. Isn’t that great?! I’d take advantage of that, if I were sexual harassment;
you.”
37% of employees who observe any act of
“Heather, are you OK?” Jack asks. “Are you sure you’re OK? misconduct at work do not report it.
You’re white as a sheet.”
Heather quickly excuses herself and heads to the restroom,

running into Crystal. Heather doesn’t know her well, but, Even though men and women
before she even has time to think about it, Heather has told her are equally likely to observe
everything. workplace misconduct (43%
vs 45% respectively), women
are more likely to report it
“That b@$t@rd!!” Crystal exclaims. “I can’t believe him. I thought
(68% vs. 59%), and more likely
about warning you. This can’t keep happening.” to experience retaliation for having done so
(25% vs. 18%).
11 a.m.
“Come on now, Heather,” Jack responds after hearing Heather’s

story. “I’m sure Brandon didn’t mean anything by it. He’s just
trying to give you some advice. He’s really a great guy, one of our 85% of employees in the US say it
is inappropriate to date your boss.
best performers. He pushes to be the best. And he wants you to
be your best. That’s all.
“I know you’re a little uncomfortable right now, but you’re strong.

You’re tough. I think you have it in you to move past this.” When organizations take steps to build strong
ethical cultures where individuals are treated
Stunned silence from Heather. with dignity and respect:
77% Incidents of abusive or intimidating
“’Listen, I don’t want you to feel unsupported or unsafe,” Jack behavior are reduced by 77%;
continues, “I’ll make sure he’s taken the Sexual Harassment train-
ing module, so you shouldn’t have any more misunderstandings. I 75% Incidents of sexual harassment are
don’t think you should give it another thought. If you’re ever going reduced by 75%;
to make it as a manager, you’ve got to be willing to let a little un- 30% Employee reporting of any type of
pleasantness roll off your back. Just keep in mind the big picture,” observed misconduct is increased by 30%.
he concludes.
After Heather leaves, Jack thinks to himself, I’m glad that’s taken
care of. I’d hate to see Heather get all tied up over something so Source: ECI’s National Business Ethics Survey®.
silly. She and Brandon both have bright futures ahead of them.
No reason for a little misunderstanding to derail anyone’s life.

TALKING THE WALK
Questions for Discussion
TALKING THE TALK

Working through what happened, and the suggestions we would make to the characters in the situation.
Do Brandon’s actions seem realistic? Why or why not?

Jack wants to see the situation as being more innocent than it is. Why? What should be an indicator to him
that this is more than a “misunderstanding?”
At times, Heather wonders if it’s her fault, if she did something to cause the situation, if she should have
known better. If you knew Heather, what would you tell her?
What should Heather do next? What should Jack do? Crystal?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
WALKING THE WALK

The relevance of this situation to us, and the ways we might address the issue.
1. Jack offers to ensure that Brandon has taken Do you think people feel comfortable using
the training on Sexual Harassment, which is these resources? Why or why out?
likely to focus solely on conduct within the
4. Sexual harassment is an egregious form
bounds of the law. Is that enough? What other
of abusive behavior. What are some other
issues should the training discuss?
kinds of abusive behaviors that occur in our
2. Sometimes behaviors that don’t break the rules workplace? Are there certain groups (e.g.,
still make people feel uncomfortable. Would race, gender, sexual orientation, management
each of the following make you uncomfortable? level, education level, etc.) who more likely to
Why or why not? experience those behaviors?
Being asked out by a coworker 5. Showing respect for one another is essential if
we are going to be able to work together. To
Meetings when there are only two people in show respect is to treat others with dignity,
the office civility, and mutual consideration for the unique
Suggestive jokes perspective and experiences they offer.
A colleague who wears revealing clothing To what extent do you think that we have
established a respectful workplace in our
3. One part of the solution is having an organization?
environment where people can raise concerns.
What can we do to improve?
Do we have that kind of environment?
Where can employees turn for help if they
have a question?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Dear Colleague,
As a leader in your organization, no doubt you have watched the #MeToo and the #TimesUp
movements and concluded that we are at a critical juncture in our society. At the Ethics &
Compliance Initiative, we agree. In our view, not only will the current dialogue about sexual
misconduct affect the way we relate to each other as individuals; the movement will also have a
profound impact on our workplaces.
So far, the conversations have focused on the individuals who have stepped out of line, the
courageous victims who have spoken out, and the need for more accountability when violations
of law take place. These are all vital concerns to address. Yet as the dialogue continues, many
of us are asking, “Where do we go from here?”
The answer to this question is not only to focus on what people sometimes do wrong, but also to
consider how we can help each other do right. We need to begin a conversation about respect
as a core value in our workplaces so that our employees have a shared understanding about
how they should treat one another. Respect as a standard also provides a common language to
help individuals raise and resolve sensitive concerns.
The best way to get started is to engage employees in conversation about what respect means
in their context. Manager-led discussions make a big difference. At ECI, we want to help you
with this effort.
We offer you a case study on workplace sexual misconduct, entitled #RespectAtWork. The case
includes questions for discussion that invite employees to talk about their commitment to a
respectful workplace. A leader guide is also included, so that every manager can follow
instructions and lead the dialogue. It is our hope that you will take this case and distribute it
among your employees, then take the time to discuss the scenario together.
We hope you will find this resource to be a helpful way to initiate an important shift in your
organization. Feel free to pass this case on to other organizations, too!
Sincerely,

Patricia J. Harned, Ph.D.
Chief Executive Officer
Conversations
for Managers
and Employees
TALKING THE WALK

SPECIAL
EDITION
Leader’s
Guide
#RespectAtWork
All content contained in this report is for informational purposes only.
© 2018 Ethics & Compliance Initiative.
All rights reserved. Printed in the United States of America
These materials shall not be published; broadcast; rewritten for broadcast or

publication; or redistributed directly or indirectly except for direct use.
For permission to reprint, please call 703-647-2185.
For more information, please contact ECI:
2345 Crystal Drive, Suite 201, Arlington, VA 22202

Telephone: 703.647.2185 | FAX: 703.647.2180
www.ethics.org
ABOUT ECI
The Ethics & Compliance Initiative (ECI) empowers organizations to build and
sustain High Quality Ethics & Compliance Programs (HQPs). ECI provides
leading ethics and compliance research and best practices, networking
opportunities and certification to its membership.
Conversations
for Managers
and Employees
TALKING THE WALK

Although sexual harassment and workplace misconduct are top news stories and
on everyone’s minds, they’re still not easy subjects to discuss, especially at work.
But such conversations, while difficult, have never been more necessary. Even
more important is the need to discuss what it means to have a respectful work-
place.
We’ve developed this Leader Guide to equip you with the tools you need to lead
a successful conversation with your team. To make this as painless as possible,
we’ve scripted out much of what we suggest you say to your group. Scripted re-
marks are in the navy print. Optional scripted text is in green.
We’ve also included key points (located adjacent to the script) in case you’d rath-
er speak to the main points in your own words, or as a guide to help you if you
lose your place while reading the script. As a manager and leader, you play an
integral part in creating an environment that allows employees to thrive; makes
them feel safe and supported; and promotes openness and candor so issues are
raised and addressed, rather than festering. Thank you for all you do—and for
having the courage to have this important conversation!
© 2018 Ethics & Compliance Initiative | 3

TALKING THE WALK: Conversations for Managers and Employees
LEADER’S GUIDE
GOALS
Through this discussion, we want your team to:
Consider how decisions and situations may, whether intentionally or
unintentionally, make others feel.
Discuss how to create a positive, safe work environment where all employees
are respected, treated with dignity, and able to do their best work.
Talk about the resources available to employees to ask questions, seek
guidance, or raise a concern.
Walk through what happens when issues surface, including what managers
and the employees can and should do.
SESSION OVERVIEW & TIMING

We suggest that you allocate 30 minutes of time for the following activities.
3 Minutes
Introduce the #RespectAtWork case study and your interest in having your
team discuss the case.
5 Minutes
Distribute the case.
Read the case aloud to the whole group.
20 Minutes
Work through the two sets of discussion questions in the case (Talking the Talk
and Walking the Walk).
If multiple tables are working on the discussions:
• Make sure each table has a leader. You can ask for volunteers or pick a
selection criteria (who’s been working for the organization the longest, next
birthday, most pets, etc.).
• Introduce the discussion question sets to the whole group.
• Circulate during the group discussions, to get a sense of the themes of each
table’s conversations.
• After the table groups have discussed the questions, ask discussion leaders
to debrief about key themes from their tables’ conversations. If time allows,
engage the full group in a brief conversation of any common themes and/or
salient issues that arose.

LEADER’S GUIDE
2 Minutes
Read the Concluding Message.
TRAINING MATERIALS CHECKLIST

☐☐ Leader Guide
☐☐ Copies of case (one per participant)
☐☐ “Parking lot” page (in case there are questions or topics you table for later)
☐☐ Copy of your organization’s core values, if they are formally stated
☐☐ Copy of your organization’s policy on sexual harassment, if you have one
TIPS FOR LEADING THE CASE

CONVERSATIONS
If your group is at a single table, sit down at the table, so you can be part of the
group.
We recommend you use a “Parking Lot” page. If there is a good, but off-topic
question or one that you don’t know the answer to, let participants know that
you are going to “Park it.” Write it down (or ask a participant to record the
comment) on the Parking Lot. If you have time during your session, review the
items that were parked. As needed after the session, make sure to revisit any
lingering parked issues and questions.
After each question you ask, wait at least ten seconds (count it out in your head)
for participants to respond.
Make sure to look at everyone in the room. (Be careful not to favor one side or
the other, which most people do naturally.) Use eye contact to include everyone
and encourage participation. When you look someone in the eyes, they are
more likely to feel supported and answer.
Aim to get each participant to speak at least once. If someone looks like they
have a thought, feel free to ask, “[Name], you look like you have something to
say. Would you like to share with the group?” or [“Name”], I’d love to hear what
you think.”
Avoid having one or two people take over the conversation. If necessary, gently
taper individuals that are dominating, “Thank you, [Name], you’ve offered some

LEADER’S GUIDE
great ideas. Let’s hear what others in the room think.”

If you feel like the discussion is getting off course or stuck on a single point,
redirect. “We’ve had some interesting conversation about this, but let’s refocus a
bit.” Then return to the topic or question you want to discuss next.
During the conversation, keep track of points you can include in your “recap” at
the end of that case.
Join in the conversation. Share your opinions and ideas. Correct mistaken ideas
if the need arises.
Include a personal story at least once, which creates an atmosphere of
openness.
Have fun! This discussion should be an enjoyable, engaging experience. Your
positive attitude sets the stage.
TROUBLESHOOTING FOR CASE

CONVERSATIONS
If the discussion gets too heated and personal:
• Step in and redirect the conversation.
• Remind everyone of the goals of the session and that you’re working together
to help everyone feel respected, safe, and supported so they can do their best
work.
• Redirect the conversation back to the case (a more neutral space).
• If necessary, explain that this is not an appropriate topic of discussion.
If participants defend an unethical position:
• Involve the other participants, so they can express the correct view.
• Frame your questions in terms of your organization’s values.
• Do not be neutral. Take a stand, relate the proper ethical choice, and justify
your position.
If someone brings up a controversial issue, such as religion or politics, which is
outside of the realm of appropriateness for the discussion:
• Remind participants that it’s important to respect differences, and that we do
share our organization’s values.
• Direct discussion back to the issue at hand and how it relates to the workplace.

LEADER’S GUIDE
STARTING YOUR SESSION:

INTRODUCTORY MESSAGE
Begin the discussion with these opening remarks:
Thank everyone
for their work To start things off, I want to take a moment to thank you for being here, for the
and for being work you do, and for having the courage to talk about difficult issues.
part of the
discussion. This is an important conversation, and I want to start us off by going through
the goals for this session. During our time together today we want to:
• Consider how decisions and situations may, whether intentionally or
unintentionally, make others feel.
• Discuss how to create a positive, safe work environment where all
Review the goals employees are respected, treated with dignity, and able to do their best work.
for the training.
• Talk about the resources available to you so you can ask questions, seek
guidance, or raise a concern.
• Walk through what happens when issues surface, including what systems are
Ask everyone in place, how we support employees, and how we handle problems that are
to turn off their reported.
cell phones and
put away their A quick housekeeping note: This is a dedicated time we’re giving to each
laptops.
other. Please turn off your cell phone. Step away from your laptop. Let’s all
really be present with one another.
During our time today, we’re going to discuss a case about real issues that can
and do happen at work. It isn’t based on anything that has happened in our
organization, but it could happen in any workplace.
So, let’s get started.

LEADER’S GUIDE
THE CASE: #RespectAtWork

GETTING STARTED
Distribute a copy of the case to each member of your group. You may choose to:
Read the case aloud, and ask participants to follow along as you read. OR
Give the participants a few moments to read the cases independently, then
have a volunteer (if someone volunteers) read the case aloud. If no one
volunteers, read it aloud yourself; do not select someone to read.
CASE
Tuesday, 11 a.m.
I’m not surprised that Brandon got the promotion instead of me, Heather says to herself.
He’s got the fancy degree, the charm, and he reels in the big fish. I could do the same, if
only someone would give me a shot.
5:30 p.m.
Wow, Heather thinks to herself, this meeting is going really well. Brandon is
surprisingly interested in my input… Her thought is interrupted.
“Heather, I’m really impressed with you,” Brandon says. “You’ve got great ideas.
You’re sharp. I’m sure it’s been hard for you around here. People sometimes just
don’t take beautiful women seriously.”
Did I just hear that? Heather thinks.
As Brandon walks Heather to the door, he comments on her blouse: “It’s very…
attractive. Be careful. You wouldn’t want to give a guy the wrong idea.”
Heather can feel his gaze. He opens his office door, then guides her out, his hand
on her back. It lingers a few seconds, then slides a hair too low.
Thursday, 7:00 p.m.
I wish I could have avoided it. Heather thinks. But Brandon is my boss; I had to
meet with him. I just wish it had been before his assistant, Crystal, left for the day.

LEADER’S GUIDE
Still, who asks you to sit on a couch to talk about work? Who sits that close by
accident? Never has my boss sat so that his knee was brushing against mine. I
also don’t remember any supervisor ever who felt the need to remind me over and
over that he’s “over me” now and that I’m “under him.” All I know is that I want to
go home, take a shower, and scrub off this feeling. Should I have worn a different
outfit? Is this my fault? How in the world am I going to face him across the table at
our team meeting tomorrow morning?
Monday, 9:30 a.m.
“Heather, are you feeling better?” VP Jack asks Heather as she passes by his
office. “We missed you on Friday. How is it working with your new supervisor?
Brandon’s got great things to say about you. Said he sees some real potential
in you. There are some management training slots opening up in the next few
months, and he thinks with some extra coaching you’ve got a real shot. Brandon
even volunteered to put in extra one-on-one time with you. Isn’t that great?! I’d
take advantage of that, if I were you.”
“Heather, are you OK?” Jack asks. “Are you sure you’re OK? You’re white as a
sheet.”
Heather quickly excuses herself and heads to the restroom, running into Crystal.
Heather doesn’t know her well, but, before she even has time to think about it,
Heather has told her everything.
“That b@$t@rd!!” Crystal exclaims. “I can’t believe him. I thought about warning
you. This can’t keep happening.”
11 a.m.
“Come on now, Heather,” Jack responds after hearing Heather’s story. “I’m sure
Brandon didn’t mean anything by it. He’s just trying to give you some advice. He’s
really a great guy, one of our best performers. He pushes to be the best. And he
wants you to be your best. That’s all.
“I know you’re a little uncomfortable right now, but you’re strong. You’re tough. I
think you have it in you to move past this.”
Stunned silence from Heather.
“’Listen, I don’t want you to feel unsupported or unsafe,” Jack continues, “I’ll make
sure he’s taken the Sexual Harassment training module, so you shouldn’t have
any more misunderstandings. I don’t think you should give it another thought. If
you’re ever going to make it as a manager, you’ve got to be willing to let a little
unpleasantness roll off your back. Just keep in mind the big picture,” he concludes.

LEADER’S GUIDE
After Heather leaves, Jack thinks to himself, I’m glad that’s taken care of. I’d hate
to see Heather get all tied up over something so silly. She and Brandon both have
bright futures ahead of them. No reason for a little misunderstanding to derail
anyone’s life.
LEADER SCRIPT TO INTRODUCE

QUESTION SETS
Now that we know the situation, we’re going to discuss it in two ways: [Point out
Point out the two
categories of the two categories of questions on the handout.]
questions. Talking the Talk: the suggestions we would make to the characters in the
situation.
Walking the Walk: the relevance of this situation to us, and the ways we might
address the issue.
Remind the
group about the As a quick housekeeping note, I’m going to keep a “Parking Lot.” If there is a
Parking Lot and good, but off-topic question, I’m going to “Park it.” If we have time during the
its purpose.
session, we’ll review the items that were parked. As needed after the session,
we’ll go back and revisit any lingering parked issues and questions.
QUESTION SET 1
Do Brandon’s actions seem realistic? Why or why not?
Jack wants to see the situation as being more innocent than it is. Why? What
should be an indicator to him that this is more than a “misunderstanding?”
At times, Heather wonders if it’s her fault, if she did something to cause the
situation, if she should have known better. If you knew Heather, what would
you tell her?
What should Heather do next? What should Jack do? Crystal?

LEADER’S GUIDE
QUESTION SET 2
1. Jack offers to ensure that Brandon has taken the training on Sexual
Harassment, which is likely to focus solely on conduct within the bounds of
the law. Is that enough? What other issues should the training discuss?
2. Sometimes behaviors that don’t break the rules still make people feel
uncomfortable. Would each of the following make you uncomfortable? Why or
why not?
Being asked out by a coworker
Meetings when there are only two people in the office
Suggestive jokes
A colleague who wears revealing clothing
3. One part of the solution is having an environment where people can raise
concerns.
Do we have that kind of environment?
Where can employees turn for help if they have a question?
Do you think people feel comfortable using these resources? Why or why
out?
4. Sexual harassment is an egregious form of abusive behavior. What are some
other kinds of abusive behaviors that occur in our workplace? Are there
certain groups (e.g., race, gender, sexual orientation, management level,
education level, etc.) who more likely to experience those behaviors?
5. Showing respect for one another is essential if we are going to be able to
work together. To show respect is to treat others with dignity, civility, and
mutual consideration for the unique perspective and experiences they offer.
To what extent do you think that we have established a respectful
workplace in our organization?
What can we do to improve?
If there are any questions that I need to look further into, those will get parked as
well. I’ll make sure to circle back about any question on the Parking Lot that we
aren’t able to work through before we close today.

LEADER’S GUIDE
CONCLUDING THE CASE

Thank the group for their candor and for sharing their thoughts.
Point out a couple of good points you heard.
If it didn’t naturally come up in your conversation, be sure to mention:
• The core values or standards of your organization and how they apply to the
decisions and actions of the characters.
• Your organization’s policy on sexual harassment.
• Your views about the actions of the characters in the story.
• Your commitment to establishing a workplace where employees feel safe so
they can do their jobs with dignity and without fear.
FINAL COMMENTS
Each of you is an important part of our team; I want you to feel valued and safe
here. Who you are and what you do matters.
Before we go, I want to encourage you to come to me with any concerns and
questions you have. I know I may seem busy or under pressure, but I’m eager to
listen. I cannot help resolve issues if I don’t know about them, and I need your
help bringing concerns to my attention.
As you know, you can also go to any leader in our organization. There are
additional places you can go to ask questions or report suspected wrongdoing
[if your organization has a helpline, an ethics & compliance officer, an HR
department or other resource, talk with employees about how to contact them].
No matter who you talk with, the conversation will be handled with discretion.
What you have to tell us, what you want to ask us matters—and we’ll treat it with
the respect it deserves.

LEADER’S GUIDE
Reinforce key points from your conversations together.
End on a positive note about your time together, as well as the important work
your team does every day.
I thank you for your thoughtfulness and candor. I really appreciate hearing
Thank everyone from you today and look forward to hearing more from you. This is really the
for the good
work they do
start of an ongoing conversation, not the end of one.
and for doing it Finally, I truly appreciate the good work you do as a part of our team, and
with integrity. your commitment to doing our work with integrity and treating one another
with respect. I’m thankful for the opportunity to work with you.

Conversations
for Managers
and Employees
TALKING THE WALK
Leader’s
Guide
2345 Crystal Drive, Suite 201

703.647.2185 ethics@ethics.org
Arlington, VA, 22202
Support our research by making a donation at www.ethics.org.

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TALKING THE WALK

CONVERSATIONS FOR MANAGERS AND EMPLOYEES

Did I just hear that? Heather thinks.

Thursday, 7:00 p.m.

© 2018 Ethics & Compliance Initiative

#RespectAtWork case continued FROM THE ECI

“Heather, are you feeling better?” VP Jack asks Heather as she

Heather quickly excuses herself and heads to the restroom,

“Come on now, Heather,” Jack responds after hearing Heather’s

“I know you’re a little uncomfortable right now, but you’re strong.

© 2018 Ethics & Compliance Initiative

Questions for Discussion

TALKING THE TALK

 Do Brandon’s actions seem realistic? Why or why not?

WALKING THE WALK

© 2018 Ethics & Compliance Initiative

TALKING THE WALK

© 2018 Ethics & Compliance Initiative.

All rights reserved. Printed in the United States of America

These materials shall not be published; broadcast; rewritten for broadcast or

For more information, please contact ECI:

2345 Crystal Drive, Suite 201, Arlington, VA 22202

TALKING THE WALK

© 2018 Ethics & Compliance Initiative | 3

SESSION OVERVIEW & TIMING

© 2018 Ethics & Compliance Initiative | 4

TRAINING MATERIALS CHECKLIST

TIPS FOR LEADING THE CASE

© 2018 Ethics & Compliance Initiative | 5

great ideas. Let’s hear what others in the room think.”

TROUBLESHOOTING FOR CASE

© 2018 Ethics & Compliance Initiative | 6

STARTING YOUR SESSION:

© 2018 Ethics & Compliance Initiative | 7

THE CASE: #RespectAtWork

Did I just hear that? Heather thinks.

Thursday, 7:00 p.m.

© 2018 Ethics & Compliance Initiative | 8

Monday, 9:30 a.m.

Stunned silence from Heather.

© 2018 Ethics & Compliance Initiative | 9

LEADER SCRIPT TO INTRODUCE

© 2018 Ethics & Compliance Initiative | 10

© 2018 Ethics & Compliance Initiative | 11

CONCLUDING THE CASE

© 2018 Ethics & Compliance Initiative | 12

Reinforce key points from your conversations together.

© 2018 Ethics & Compliance Initiative | 13

TALKING THE WALK

2345 Crystal Drive, Suite 201

S-ar putea să vă placă și

Do Brandon’s actions seem realistic? Why or why not?