More than you might think.

The CIPD says: "As a professional, habitual ethical practice is intrinsic in decision making and navigating dilemmas."

The SRA says: "We expect every solicitor to be committed to behaving ethically at all times."

FIFA says: "Football requires competent referees... to ensure the uniform application of the Laws of the Game and... protect players on the pitch."

Three very different organisations.

One common idea.

Standards don't uphold themselves.

Years ago, while discussing my role in Employee Relations in an organisation with significant culture issues, a coach challenged me for being too focused on making sure the "right" thing was done.

They quoted Rumi: "Out beyond ideas of wrongdoing and rightdoing, there is a field. I'll meet you there."

The issue wasn't judgementalism. My job required judgement, and good judgement sometimes means making unpopular decisions about what is, and isn't, acceptable.

Which brings me to last night's France v Paraguay World Cup match.

Repeated cynical fouls and attempts to gain an unfair advantage went largely unchallenged. Afterwards, the discussion wasn't about the football.
It was about the referee.

One comment summed it up perfectly: "The criticism should be for the ref. He's the one that let them get away with it."

We instinctively understand that sport only works if someone upholds the standards of the game.

Workplaces aren't so different.

I've never seen a toxic culture begin with one dramatic event.

It begins when leadership takes its eye off the ball, standards become negotiable, certain people become untouchable, colleagues are excluded and poor behaviour is excused.

One incident at a time, what begins as poor behaviour can become bullying, discrimination, harassment, fraud, injury or serious ethical failures.

That's why leadership matters.
That's why HR matters.
That's why being equipped to do the right thing matters.

Cultures are shaped by what is tolerated and excused. The earlier we respond, the more options we have.

There is a fundamental difference between being judgemental and demonstrating good judgement.

Every profession has its equivalent of a referee.

Every well-run organisation has people whose role is to ensure the standards written in policies and talked about by leaders are the standards people experience in reality.

Because once we stop recognising the difference between acceptable and unacceptable behaviour, we stop upholding the foundations of trust.

When have you seen leaders, HR and professional bodies lose control of the game?