Cricket is not just any other game, it\u2019s an emotion. And recently, one of the cricketing giants was reduced to tears over the infamous ball tampering scandal.\nAll hell broke loose when Australian player Cameron Bancroft was caught using a piece of sandpaper on the ball during the test tour of South Africa. This led to equal doses of backlash and sympathy for Aussie skipper Steve Smith, who wasn\u2019t directly involved with tampering, but knew what was going on.\nFollowing this, Cricket Australia suspended the trio of Smith, Bancroft and former vice captain David Warner. \u00a0\u201cI would give anything to have this behind me and be back representing my country,\u201d Smith said in a tweet.\nHe also took full responsibility as captain of the team. Both Smith and Bancroft have decided not to contest their suspensions and have shown deep remorse over the incident.\n*\/ \/*-->*\/ \u00a0 The biggest thing the top management does is to set the right tone and the right vision. The right tone becomes the culture of the organization and vision becomes the lighthouse. V S Parthasarathy Group CFO and Group CIO, Mahindra&Mahindra\nWhile cricket and the world of enterprise technology are two different ball games, there\u2019s a lot tech leaders could take back from the field to the board. Both are highly competitive areas where star players are as important as team spirit \u2013 fuelled by\u00a0common goals, values, desire to win, and ethics.\nIn an exclusive interaction with the Group CFO and Group CIO and Member of the Executive Board at \u00a0Mahindra & Mahindra, V S Parthasarathy shares pearls of wisdom for the top management. Fondly known as Partha, he is not only tech royalty, but has also mentored several colleagues on business strategies and the road to success. \u00a0\nAlthough Smith wasn\u2019t directly involved in tampering, he got caught in the storm. When a leader (CEO or CIO) finds himself in a similar spot, what are the direct repercussions on the top management?\nThe most important question for any organization - What culture are you setting? Everything an employee does is a reflection of what the company is about.\nWhen I was in Xerox, I once went to a customer and asked\u00a0for his feedback on the service provided. The customer was quite\u00a0happy with the engineer and referred to him as\u00a0\u2018PM Done.\u2019\nThis was interesting because we didn\u2019t have anyone of that name working for us. After checking the logbook I realized the engineer meant preventive maintenance done. It wasn\u2019t anything else but the quality of service provided that\u00a0had left an impact on the customer. And the guy rated him 11 out of 10 on the service.\nIn the Smith-Bancroft case, the good part is a senior stepped up and took responsibility. The bad\u00a0\u2013 he let it happen in the first place. Once you let it happen, the soldiers are not the ones to be blamed. It is always the captain.\nIs it important for\u00a0top management to take responsibility of all employees working under them? Is it their duty to impart ethics and values? To what extent?\nThe biggest thing the top management does is to set the right tone and the right vision. The right tone becomes the culture of the organization and vision becomes the lighthouse.\n*\/ \/*-->*\/ \u00a0 Ethics on one side and performance on the other is a big challenge for any organization. Because top performers with low ethics are the ones who are the hardest to let go off. V S Parthasarathy Group CFO and Group CIO, Mahindra & Mahindra\nTolerance of unethical factors can destroy an organization. And if you don\u2019t know what you stand for \u2013 you stand for nothing.\nTop management is collectively responsible, not only to accentuate the right\u00a0tone, but also have a story telling ability around it, which then gets imbibed as the company\u2019s folklore and culture. \u00a0\nThe catch-22 situation - when high performers have low ethics. How can leaders tackle this?\nEthics on one side and performance on the other is a big challenge for every organization. Because top performers with low ethics are the ones who are the hardest to let go off.\nAt the same time, there\u2019s no flexibility when it comes to values. This is easy to understand but hard to implement, and that\u2019s what all organizations struggle with.\nThe moment you decide there is a grey area and it is okay to be in that grey area as long as you don\u2019t cross to black \u2013 then you have a problem. But if you keep it black and white,\u00a0the culture will be seen that way.\nMake it part of the organization's culture. Create awareness among stakeholders. As it is said - 'Prevention is better than cure,' try to prevent any unethical situation from happening rather than creating band-aid solutions later.\u00a0\nWhen corporates come under heavy criticism (such as Facebook or ICICI bank) for their conduct, what is the right approach the leadership can take to retain balance? \u00a0\nIt\u2019s very important to understand that these\u00a0current cases need time to settle. While good governance is a must for any organization, you also have to be practical in the world.\nEverybody agrees that speed money is okay, but corruption is not. However, if you\u2019re caught on a slippery slope, it has a\u00a0negative impact on the organization. In such a scenario, it\u00a0may take some time for the market cap to come back, but it will take so much more time for the reputation to be back.\nThe root of corporate governance consists of\u00a0three things \u2013 competency, compliance and eradicating conflict of interest. Competency is the cornerstone of every managerial action. Compliance means deciding\u00a0not to take any shortcuts and doing things right the first time, and every other time. And when companies\u00a0get the third aspect right, governance automatically becomes very easy.\nThis is what organizations should always remember.