Calvin London, the Founder & Principal Consultant for The Compliance Concierge in Perth, Western Australia, Australia, is a seasoned expert in the field of compliance. In a recent article published in CEP Magazine in August 2024, London delves into the concept of making compliance as infectious, contagious, and long-lasting as COVID-19. Drawing parallels between societal behaviors and corporate compliance, London provides valuable insights and lessons learned from his experience in making compliance programs contagious.
The first lesson London shares is the importance of breaking the pattern when it comes to changing attitudes towards compliance. He emphasizes the need for slow and small increments to replace bad habits with good ones, citing James Clear’s book, Atomic Habits, as a reference. By understanding the triggers for noncompliant behavior and addressing them gradually, compliance officers can make a lasting impact on the organization’s culture.
London also highlights the significance of starting a movement in the compliance space. He references Derek Sivers‘ TED Talk on how to start a movement, emphasizing the role of initial followers in driving momentum. By embracing and recognizing the contributions of these followers, compliance officers can create a united front that makes the compliance program contagious.
Furthermore, London stresses the importance of establishing and enforcing rules in making compliance contagious. He warns against complacency around the terms of engagement, stating that noncompliance can become contagious if rules are not consistently enforced. By setting clear expectations and consequences for noncompliant behavior, compliance officers can prevent the spread of noncompliance within the organization.
In addition, London advocates for rewarding good behavior as a way to incentivize compliance. He argues that positive reinforcement is more effective than punishment in fostering a culture of compliance. By associating positive behavior with rewards, compliance officers can create a sense of camaraderie and motivation among employees to adhere to compliance standards.
Lastly, London addresses the issue of dealing with „bad apples“ in the organization. He emphasizes the importance of removing individuals who do not align with the organization’s culture and are intent on undermining compliance efforts. By taking decisive action to address noncompliant behavior, compliance officers can prevent the spread of contagious noncompliance within the organization.
In conclusion, London’s article provides valuable insights and practical tips for making compliance programs contagious. By understanding the principles of behavior change, leveraging the power of followers, enforcing rules, rewarding good behavior, and addressing noncompliant individuals, compliance officers can create a culture of compliance that is as infectious and long-lasting as COVID-19.