Most employers require their employees to adhere to their company's code of conduct and ethics. Someone who seems versed in their company's code serves as a good performance indicator. But being familiar with the UBS code of conduct and ethics would showcase truly going above and beyond. Nearly every company publishes their code online, either on their website or online in PDF format, and can be easily found via any basic search engine query.

When you read through UBS's code of conduct and ethics, you'll find several statements surrounding the model of integrity they expect of their employees, and how it is integral to their culture. "We are committed to maintaining a culture based on high ethical standards and accountability with integrity. Our already strong, inclusive culture is grounded in our three keys to success. We stay focused and engaged to ensure we deliver on our commitments. We don't just follow laws, rules and regulations - we do what is right based on our defined principles. This includes acting as one firm and increasing the ease of doing business through simplification and efficiency - for all of our internal and external stakeholders."

"I would say integrity comes down to living by doing the right thing. Doing the right thing applies to your conduct in every situation, starting with supporting every member of your team in every way you can. This can range from making sure everyone's voice is heard, to helping them get ahead in their work when you have the capacity to do so. It means always representing your clients' interests, at speed and with transparency. Behaving in a compassionate, emotionally mature, and professional manner at all times. Being a pillar for your team- reliable and trustworthy. And acting on principle, speaking up when necessary, being courageous, taking ownership and responsibility, and holding yourself accountable to your own standards. Doing the right thing.

So, in a recent example, I was in the breakroom, and a friend and coworker of mine seemed visibly shaken. I asked them what was wrong, and they told me a leader of ours used a term that was a very offensive pejorative where they came from, and they couldn't tell if they did so intentionally or not. They also felt they couldn't say anything to this person, out of fear of retaliation. I asked them if I promised I could do so tactfully in a way where I could guarantee they wouldn't have anything to fear if they would like me to handle it. After some initial resistance, they agreed. I then went to a trusted member of our leadership, who was from a similar background as this employee, and explained what had happened. We triaged this matter, had a discussion with the offending supervisor, who seemed visibly shaken by their blunder. They agreed to take some sensitivity training and gave a heartfelt apology to this individual in front of the whole group. In no time, they were working closely together again."