Questions ethical leaders asks:
1.What is the difference between ethics, values and virtues?
Ethics are agreed upon standards of conduct. Values are whatever people consider of worth, from material success to the importance of ethics. Virtues are simpler and more elemental. They are our inner qualities of character. All cultures and belief teach that the meaning of life springs from the virtues of our character, such as respect, compassion, excellence and honor. They may be practiced differently from one culture to another but they are universally valued.
2. How can we bring the values of our people into synch with our corporate values?
People are multi-sensory learners. To honor the corporate code, they need to have ownership in wither forging it or expressing it. They need to hear it in the way language is used to encourage and appreciate them and in their performance feedback; see it in visuals displayed on walls and screen savers and above all, in the actions of managers. They need to be touched by the passion and compassion expressed in the corporate values. They need to know that ethical excellence is expected of everyone without exception.
3. What leverage do I have to motivate my people to be ethical?
Your two greatest tools are your talk and walk- how you speak to people and how you live by your virtues. The single most motivating factor in dedication to the job, other than love for the work itself, is appreciation. From our earliest years, we crave approval and recognition. We need to be truly valued.
Virtues language is a tool that enhances authentic self-esteem by expressing appreciation specifically:
“I appreciate the initiative you showed in this project.” “That was really helpful.” “Thank you for giving 100% excellence to this as usual.” When correction is needed, ACT with Tact: Appreciation, Correct and Thank You. This “positive sandwich” allows people to save face and accept the Teachable Moment.
To model the virtues in your code of ethics, you don’t need to be a paragon of perfection. You do need to be an example of humility. When you make a mistake, take personal responsibility for it and make amends, not excuses. Share your victories and your challenges with others. Invite their support. Always be fair. Above all, show that you care. Acknowledge birthdays and births. Walk around and look your people in the eye. Be a world class listener.
4. What chance does one organization have against the tide of self-serving opportunism in the wider culture?
A key element that sustain a spirit of commitment is the desire to do something positive for the world. And people want to belong. If you create an island of caring and integrity in a sea of selfishness, people will want to stand with you.
5. How do we use our strengths in the area of ethics to attract good employees?
Good people are attracted to an organization that distinguishes itself by its high standards. This includes commitment to environment sustainability, genuine caring and excellent service to customers or clients and nurturing strong team unity.
Companies that are good corporate citizen and invest employee time in innovative service projects build deep loyalty. People want to be part of something positive, something that inspires hope for the world.
6. In a climate where it is difficult to retain talented employees, how do we build their loyalty?
Ethics plays a vital role here. If your organization values fairness, service, honesty and integrity, your managers must practice impeccable integrity in reflecting those values. When mistakes occur, even at the highest levels, employees need to know they will not be covered up, but rectified. When
integrity is the norm, their idealism will remain intact. If they know they are being compensated fairly and receive additional rewards for exceptional excellence, this builds loyalty as well. People want to enjoy the workplace, where they often spend the majority of their time. Humor, celebrations, pausing for applause when goals are won, and taking time for recreation together forges meaningful bonds.
7. What is an appropriate response to an ethics violation by an employee or manager?
Rather than blaming and finger pointing, treat the action as a Teachable Moment in which everyone involved seeks to discover their own responsibility and fix the problem. Employees will be more likely to feel safe coming forward after an error. Our goal as leaders is not to be tormentors but mentors. Rather than just getting rid of someone who makes a mistake, the goal is restorative justice, with an opportunity to make amends. If someone has a habitual pattern of violating the ethics code, this is a choice not to remain with your organization.
