Ethical Leadership Ambassadors Training

ETHICAL LEADERSHIP AMBASSADOR TRAININGTM

Youssef Gaboune B.Eng., M.Sc.

Founder, Ethical [email protected]

www.ethical-leaders.com


mailto:[email protected]

1- Definitions (10mins)2- Ethical Leaders’ 4 Practices (20mins)3- The GAS Ethical Leadership Model (10mins)4- Open Consulting Circle 4.1 Identify + Diagnose challenges (35 mins) 4.2 Experience exchange (20mins)

Practice (20mins)

Lessons learned (15mins)

BREAK (15 mins)

Ethical Leadership Challenges (30mins)

ProgramIndications

L.K. TREVINO, PhD

H. MINTZBERG,PhD

The Project’s Story

ETHICAL LEADERS


MOST WANTED

In times of CRISIS

Why is Ethical Leadership relevant now?

www.youtube.com/watch?v=OK8Pw4dzbio

VIDEOUniversity of Notre-Dame’s Ethical Leadership Program

Why is Ethical Leadership relevant now?

http://www.youtube.com/watch?v=OK8Pw4dzbio

UNETHICAL BEHAVIOR

HARMS SALESIn a 2003 survey by Wirthlin Worldwide

80%

of people said they DECIDE TO BUY

a firm’s goods or services

partly on their perception of

its ethics.

UNETHICAL BEHAVIOR WORSENS EMPLOYEE FRAUD

according to U.S. workers surveyed in 2002 by Ernst & Young

20%

of every dollar earned

Costs employers

Disloyalty reduces organizational performance by 25-50%

ETHICAL LEADERSwww.ethical-leaders.com

HOW CAN WE1- IDENTIFY2- GROW

?

FUNDAMENTAL QUESTIONS

TURBULENT TIMES

WATCH THEM INHow to identify Ethical Leaders?

WHO is this training aimed

at ?

ETHICAL LEADERSHIP AMBASSADOR TRAININGTM www.ethical-leaders.com

The Target Audience

CHARACTERFORMATION

MOTIVES

INFLUENCESTRATEGIESMendonca & Kanungo, 2006

PRE-REQUISITESThe Target Audience

1- DIAGNOSE ethically challenging situations

2- ROLE MODEL ethical leadership behaviors

3- PROMOTE ethical leadership

Ethical Leadership Ambassadors should be able to better:

The Training’s Objectives

GLOBAL

ORGANIZATIONTEAM

SELF1234

START

ETHICAL LEADERSHIPCHALLENGES

CHALLENGEASSESSM

ENTSUPP

ORT

Source: The Center for Creative Leadership Handbook of Leadership Development , Described in Johnson C.E, 2009

WHAT ISETHICAL

LEADERSHIP

?

DEFINITIONS

LEADERSHIP

The ability to move people towards goals

(Suwaidan, T., 2000)

DEFINITIONS

LEADERSHIP

What’s in it for me?

DEFINITIONS

What are the most wanted leadership qualities ?

DEFINITIONS

1,5MILLION PEOPLE

SURVEYED

DEFINITIONS

5CONTINENTS

DEFINITIONS

QUALITIES5

People Look for in leaders

DEFINITIONS

QUALITIES

1 HONEST2 FORWARD-LOOKING

3 INSPIRING

4 COMPETENT

5 INTELLIGENT

DEFINITIONS

WHAT ISETHICAL

LEADERSHIP

?

DEFINITIONS

Worldwide Survey

5Most widely shared ethical principles

DEFINITIONS

1- Honesty2- Respect3- Responsibility4- Fairness5- Compassion

5 UNIVERSAL PRINCIPLES

DEFINITIONS

ETHICAL LEADERSHIP:DEFINITIONS

To lead with the 5 universal

principles with all stakeholders

SOURCE OF KNOWLEDGEHIGHEST GOOD

MOTIVESANCTION

COMPARISON CRITERIA

SECULARBASED ETHICS

FAITHBASED ETHICS

DEFINITIONSCommon Grounds & Specs

ASSESSMENT 1: Do your followers perceive you as an ethical leader?

DEFINITIONS

Scoring InterpretationThe PLIS measures subordinates’ perceptions of their leaders’

integrity in organizational settings. Your responses on the PLIS indicate the degree to which you see your supervisor’s behavior as ethical.

Score the questionnaire by doing the following. Sum the responses on all 31 items. A low score on the questionnaire indicates that you perceive your supervisor to be highly ethical. A high score indicates that you see your supervisor to be very unethical. The interpretation of what the score represents is given below.

Total score: ______

DEFINITIONSASSESSMENT 1: Do your followers perceive you as an ethical leader?

ASSESSMENT 1: Do your followers perceive you as an ethical leader?

Interpretation: Your score is a measure of your perceptions of your supervisor’s ethical integrity. Based on previous findings (Craig & Gustafson, 1998), the following interpretations can be made about your total score.31-35 High ethical If you scored in this range, it means that you see

your supervisor as highly ethical. Your impression is that your supervisor is very trustworthy and highly principled.

36-66 Moderate Scores in this range mean that you see your supervisor as moderately ethical. Your impression is that he or she sometimes engages in slightly unethical behaviors.

67-124 Low ethical This range is descriptive of supervisors who are seen as very unethical. Your impression is that they do things which are dishonest, unfair, and unprincipled.

DEFINITIONS

What essential behaviors must ethical leaders master?

Training Goals

BEHAVIORS

GLOBAL SURVEY

Executives& Managers

1 121

BEHAVIORS

What are the TOP 3 Processes for ensuring an

Ethical Business Culture?

BEHAVIORS

BEHAVIORS

1- Leaders support & model ethical behavior

2- Leaders communicate consistently

3- Ethics are integrated into the fabric of the organization

What are The TOP 3 Processes

for ensuring an Ethical Business Culture?

BEHAVIORS

What are the

Top 5Most important

Ethical Leadership

Behaviors ?

BEHAVIORS

Top 5Most important

ethical leadership behaviors

BEHAVIORS

1- Keep Promises

2- Encourage Open Communication & Ensure No Retaliation

3- Keep employees informed

What are The TOP 3 Processes

that ensure an Ethical Business Culture?

BEHAVIORS

Ethical Leaders’

4 BEHAVIORS

BEHAVIORS

Be TRUTHFUL & TRUSTWORTHY

Act with MORAL COURAGE

Foster OPEN COMMUNICATION

ENCOURAGE ethical behavior and DISCOURAGE unethical behavior

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BEHAVIORS

Do you communicate your promises clearly and precisely so there is no misunderstanding?

Are your promises slippery, e.g., "I will try to do it"?

Are there any promises that you have made right now but not fulfilled?

Do you show up for meetings on time?

What system can you set up now that will ensure that your promises are kept?

Are there requests that you have made that have not been acted upon or followed up on?

Have you established a culture within your organization which supports the keeping of promises and calls others to account for failure to keep them?

ASSESSMENT 2

Promise Keeping

http://www.leadershipmasterymap.com/keep-their-promises.htm

BEHAVIORS / Be Truthful & Trustworthy

Yes/No

http://www.leadershipmasterymap.com/keep-their-promises.htm

Why do leaders(or anyone)

lie ?


1 To boost appeal and

likeability


2 To avoid negative

consequences


3To gain an advantage


4 To cover up lies






1234

BEHAVIORS

ASSESSMENT 3

Moral Courage

5- BEHAVIOR

I risk substantial personal loss to achieve the vision.

I take personal risks to defend my beliefs.

I say no even if I have a lot loose.

I consciously link my actions to higher values. I don’t hesitate to act against the opinions and approval of others. I quickly tell people the truth even when it is negative. I feel relaxed most of the time I speak out against organizational injustice I stand up to people if they make offensive remarks I act according to my conscience even if it means I lose status and approval.

Yes No

Add up your points for ‘‘Mostly True’’ answers≥ 7: You have real potential to act as a courageous leader≤ 3: You avoid difficult issues or have not been in situations that challenge your moral leadership Is your score consistent with your understanding of your own courage?How might you increase your courage as a leader?

VIDEO 1http://youtu.be/OrbQsHkVQ_4

MORAL COURAGEErdogan at Davos

BEHAVIORS / Moral Courage

http://youtu.be/OrbQsHkVQ_4





1234

BEHAVIORS

Can you be constructively candid with those around you?

What conversations are you avoiding?

Who are you avoiding?

How would you and your organization benefit if everyone talked about the crucial things needed to be successful—even though such conversations may be painful? What conversation can you have today that will put things on the table so that they can be addressed?

ASSESSMENT 4

Fostering Candor

5- BEHAVIOR

Yes/No





1234

5- BEHAVIOR

VIDEO 2http://youtu.be/OrbQsHkVQ_4

DisciplineNo Gossip Zone

BEHAVIORS / Encourage ethical behavior

http://youtu.be/OrbQsHkVQ_4

BeTRUTHFUL & TRUSTWORTHY




1234

BEHAVIORS

DRIVERS

PRESSURESGaboune- Al Suwaidan(GAS) ModelTM

(2011)BEHAVIOREMOTION

COGNITION

STRENGTH

WEAKNESS





1234

BEHAVIORS

WHAT isan Open Consulting Circle?

?

BEHAVIORS / Foster Open Communication

90 minuteStructured Discussions


WHYOpen Consulting Circles?


To resolve ethical issues in a safe environment


Safe environment : Practice voicing your values

without fear of retaliation


HOW can you facilitatean Open Consulting Circle?


5 STEPS


1- IDENTIFY an ethical challenge

(10 mins)


2- DIAGNOSE the ethical challenge

(25 mins)


3- SHARE relevant experiences and

possible solutions(20 mins)


4- PRACTICE difficult conversations

(20 mins)


5- SYNTHESIZE lessons learned

+ commitments

(15 mins)


1- IDENTIFY (10 mins)

2- DIAGNOSE (25 mins)

3- SHARE (20 mins)

4- PRACTICE (20 mins)

5- SYNTHESIZE (15 mins)

5 STEPS(90 mins)


How can we categorize ethical leadership

challenges?


CHALLENGESin leading a team project

IMPACT ON STAKEHOLDERS

TEAM BUILDING

TASK DELEGATION

FOLLOW-UPCRISIS

Performance Review

3 41 2



Example : How do you stand public criticism?




3- SHARE (20 mins)



5 STEPSBEHAVIORS / Foster Open Communication

What would drive you to

deal ethically with this sharp

criticism?DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

1- DRIVERS

What are the

Top 3 Drivers To run a business

ethically

?

1- DRIVERS

Top 3 Drivers To lead ethically

1- DRIVERS

1- Protection of brand and reputation2-The right thing to do3- Customer trust and loyalty

Top 3 Drivers To lead ethically

1- DRIVERS

PRESSURES TO ACT UNETHICALLY

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

Suwaidan-Gaboune ModelTM(2011)

2- PRESSURES

What pressures do you think

could push you to react

unethically?Suwaidan-Gaboune ModelTM

(2011)

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

2- PRESSURES

What are the

Top 3 Pressures To act unethically

?

2- PRESSURES

Survey conducted by the Human Resource Institute (HRI) in 2006, and commissioned by American Management Association (AMA)

Top 3 Pressures To act unethically

2- PRESSURES

2- PRESSURES

Top Pressures To act unethically

VSRIGHT WRONG

RIGHT RIGHTVS

2 TYPES OF DILEMMAS

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

Suwaidan-Gaboune ModelTM(2011)

2- PRESSURES

VSRIGHT WRONG

DILEMMAS

Pressure of TEMPTATION

Pressure of RETALIATION

Pressure of MANIPULATION DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

Suwaidan-Gaboune Model(2011)

2- PRESSURES / Right vs Wrong dilemmas

VSRIGHT WRONG

Pressures of temptation

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


major situational factors amplify temptations to act unethically

3

2- PRESSURES / Right vs Wrong dilemmas / Temptation

Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,

Schweitzer , Ordonez and Douma (2004) The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432.

SITUATIONALFACTORS


www.youtube.com/watch?v=jxw1-Id91lQ

VIDEO 2Unethical Qualification to Soccer World Cup


http://www.youtube.com/watch?v=jxw1-Id91lQ

VSRIGHT WRONG


DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


Closeness to goalincreases the temptation to commit the

unethical act



1


CLOSE TO GOAL


VSRIGHT WRONG


DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


High Stakesthe bigger the gain expected from the

unethical behavior, the bigger the temptation to commit it

2Coughlan, Richard, Connolly, Terry (2008) Investigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution; Journal of Managerial Issues,



HIGH STAKES


VSRIGHT WRONG


DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


Low Risk of Punishmentlittle risk of being exposed or punished for misbehaviour



3


NO PUNISHMENT


VSRIGHT WRONG

Pressures of RETALIATION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


LATEST US SURVEY

ON BUSINESS ETHICS

2009-2010

2- PRESSURES / Right vs Wrong dilemmas / Retaliation

Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA

Other employees gave you a cold shoulderYour supervisor or management excluded you from decisions and work activity

You were verbally abused by your supervisor or someone else in management

You almost lost your job

You were verbally abused by other employees

You were not given promotions or raises

You were reallocated or reassigned

Any other form of retaliation

You were demoted

You experienced physical harm to your person or property

2- PRESSURES / Right vs Wrong dilemmas / Manipulation

VSRIGHT WRONG

Pressures of Manipulation

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

Manipulators exploit the following vulnerabilities (buttons) in victims:

Braiker, Harriet B. (2004). Who’s Pulling Your Strings ? How to Break The Cycle of Manipulation, McGraw-Hill

The “disease to please” or, addiction to earning approval and acceptance from others

Emotophobia (fear of negative emotion)

Lack of assertiveness and ability to say no (blurry sense of identity, soft personal boundaries )

2- PRESSURES / Right vs Wrong dilemmas / Manipulation


ASSESSMENT 5

DILEMMAS

Truth or Loyalty?Short-term or Long-term?Individual or Community?Justice or Mercy?

RIGHT RIGHTVS

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


2- PRESSURES2- PRESSURES / Right vs Right/ Dilemmas

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


What thinking processes are at play?

2- COGNITION

Problematic beliefs?Self-centered purpose?Lack of critical thinking?No choice? (3rd alternative)

Rationalization?DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


The ultimate vaccin against

extremisms

2- COGNITION2- COGNITION

PROBLEMATIC BELIEFS

Problematic beliefs can disrupt ethical reasoning and ethical action

3- COGNITION2- COGNITION / Problematic Beliefs

5 PROBLEMATIC BELIEFS3- COGNITION2- COGNITION / Problematic Beliefs

1 2 3

4 5

MOST COMMON PROBLEMATIC BELIEFS

TO SUCCEED

http://www.tgcoy.com/anxiety/beliefs-that-cause-problems.html

3- COGNITION

TO SUCCEED


Would you be ready to stand up for what is right at the cost of

displeasing your boss or coworkers?


3- COGNITION

TO SUCCEED


I want to be loved and approved of by

God

INSTEADMOST COMMON PROBLEMATIC BELIEFS

3- COGNITION



3- COGNITION


Would you confront an unethical act you

witness, or just ignore it?

MOST POPULAR PROBLEMATIC BELIEFS

3- COGNITION

FACING A PROBLEM IS AN OPPORTUNITY TO FIX A PROBLEMATIC

SITUATION


3- COGNITION

People who do things I don't

approve of are bad people.



3- COGNITION


Judge actions not people.


3- COGNITION

People are either GOOD BADOR



3- COGNITION


Recognize good actions and condemn

bad actions


3- COGNITION

SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS

MISTAKES = INCOMPETENCE


I HAVE TO BE PERFECT



3- COGNITION



Would you lie to cover up a mistake?


3- COGNITION



Mistakes are learning opportunities

INSTEAD


3- COGNITION

http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm

What I believe about othersThey care about me

They do notcare about me

What I believe

about myself

I should care

for others

I do not carefor others

Collaborator

Nurturer

User

Independent

Care-Behavior Matrix3- COGNITION

http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm



PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION

PURPOSEMeaning given to our life that

defines our higher goals

3- COGNITION

(personal, family, work, community…)

3- COGNITION

PURPOSEUSE THE 5 WHYs

TO DISCOVER THE ROOTED REASON BEHIND YOUR DECISIONS

3- COGNITION

EXAMPLES OF PURPOSES

TO PLEASE GOD TO PLEASE PEOPLE

3- COGNITION

TO PLEASE YOURSELF



PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


THINKINGPROCESS

3- COGNITION / Critical Thinking

VIDEO 3http://www.youtube.com/watch?v=v_PKUkWM9zI

CRITICAL THINKINGDon’t juge too quickly

3- COGNITION3- COGNITION / Critical Thinking

http://www.youtube.com/watch?v=v_PKUkWM9zI

GENERATESPURPOSEPU

RPOSE

(GOAL, OBJECTIVE)

ALL THINKING


RAISESQUESTIONS

QUESTIONS(PROBLEM, ISSUE…)

ALL THINKING


USES INFORMATION

QUESTIONS

INFORMATION

(DATA, OBSERVATIONS…)

ALL THINKING


PURPOSE

QUESTIONS

INFORMATION

MAKESINFERENCES

INFE

RENC

ES

(INTERPRETATIONS THAT GIVE MEANING TO

OBSERVATIONS)

ALL THINKING3- COGNITION3- COGNITION / Critical Thinking

SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING

PURPOSE

QUESTIONS

INFORMATION

UTILIZESCONCEPTS

(THEORIES, LAWS, MODELS… )

INFE

RENC

ES

CONC

EPTS

ALL THINKING



PURPOSE

QUESTIONS

INFORMATION

MAKESASSUMPTIONS

ASSUMPTIONS

(PRESUPPOSITIONS, TAKING THINGS FOR

GRANTED)INFE

RENC

ES

CONC

EPTS


PURPOSE

QUESTIONS

INFORMATION

GENERATESIMPLICATIONS

ASSUMPTIONS

IMPLICATIONS (CONSEQUENCES)

INFE

RENC

ES

CONC

EPTS



PURPOSE

QUESTIONS

INFORMATION

EMBODIES AVIEWPOINT

ASSUMPTIONS

IMPLICATIONS

VIEWPOINT (PERSPECTIVE, FRAME OF

REFERENCE)IN

FERE

NCES

CONC

EPTS

ALL THINKING




PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION

No choice ? (3rd alternative)

3- COGNITION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION / No Choice (3rd Alternative)

No choice ? (3rd alternative)

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


3- COGNITION3- COGNITION / No Choice (3rd Alternative)


Rationalization?

3- COGNITION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


RATIONALIZATION

JUSTIFICATION

(Distortion of reality)

The process of constructing a logical justification for a belief, decision, or action that was originally arrived at through a different mental process

3- COGNITION3- COGNITION / Rationalization

EX: RATIONALIZING CHEATING


RATIONALIZATIONSIt’s for your own good (white lies)Everybody does it (we’ve always done it this way)Who am I to judge

I’m not so bad so long as others are worseIt’s not my jobI’m not hurting anybody

It’s too important; it’s necessaryIt’s not importantThe end justifies the meansI’m only human (I’m not perfect / I’m basically honest / I hardly ever lie / Just this once)

It’s a stupid ruleEthics is a luxury I can’t afford right now

12 Most Popular

123456789

101112

http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/


http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/

Do you rationalize?Test yourself:


Would you be comfortable if your action were to be exposed in public ?

Public Exposure Test3- COGNITION3- COGNITION / Rationalization

VIDEO 4http://www.youtube.com/watch?v=wAOss2-3tok

RATIONALIZATIONEmployee Caught Stealing


http://www.youtube.com/watch?v=wAOss2-3tok

RATIONALIZATIONEthical leaders are:

3- COGNITION

1- AWARE of their rationalizations

2- DECONSTRUCT and respond to others’ rationalizations

3- COGNITION / Rationalization

DRIVERS



COGNITION

STRENGTH

WEAKNESS

What emotions

are at play?

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

4- EMOTION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

BENEFIT

DESIRE?4- EMOTION

MONEY!www.youtube.com/watch?v=0I6lk47QnGQJust for Laugh Money Temptation

4- EMOTION

VIDEO 5

http://www.youtube.com/watch?v=0I6lk47QnGQ

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

4- EMOTION

FEAR?

THREAT

FEAR REACTION #1

www.youtube.com/watch?v=zzzCtQy1jFgJust For Laugh: Fear’s fleeing reaction

FLEE!

4- EMOTION

VIDEO 6

http://www.youtube.com/watch?v=zzzCtQy1jFg

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION

ANGER?

INJUSTICE (humiliation)

4- EMOTION

DRIVERS

PRESSURES

COGNITION

BEHAVIOREMOTION


DESIRE to be admired / accepted

DESIRE to learn the truth and to grow

FEAR of dipleasing others / endangering career advancement

FEAR of becoming deaf to relevant criticism and pursuing a destructive path. (unable to distinguish right from wrong)

ANGER at critics whom you see as unjust attackers who seek to humiliate you publicly

ANGER for the right of freedom of critical expression

WEAKNESS STRENGTH

4- EMOTION

DRIVERS



COGNITION

STRENGTH

WEAKNESS

What behaviors are at play?

DRIVERS

COGNITION


PRESSURES

BEHAVIOREMOTION

5- BEHAVIOR





1234

5- BEHAVIOR

DRIVERS

COGNITION

PRESSURES

BEHAVIOREMOTION

Denying true facts

Recognizing each true fact and

denying only false ones

Saying half-truths

Always telling the truth

Not shouldering responsibility for own actions

Taking full responsibility of the consequences of your actions

1- Be truthful and trustworthy

WEAKNESS STRENGTH

5- BEHAVIOR

DRIVERS

COGNITION

PRESSURES

BEHAVIOREMOTION

Avoid criticizing people of authority

because you fear their eventual retaliation, and focus only on the people who have less power.

Boldly defend a point of view you believe is fair

even if you risk displeasing people who can retaliate.

2-Act with moral courage

WEAKNESS STRENGTH

5- BEHAVIOR

DRIVERS

COGNITION

PRESSURES

BEHAVIOREMOTION

Interrupting Listening to understand

Denying mistakes Admitting mistakes

Using personal attacks

Embracing critics, Disagreeing respectfully

Refusing to change one’s own position

Offering 3rd alternatives

3-Foster Open CommunicationWEAKNESS STRENGTH

5- BEHAVIOR

DRIVERS

COGNITION

PRESSURES

BEHAVIOREMOTION

Not recognizing or rewarding respectful critics

Thanking the critics

Not confronting disrespectful ways of talking about other people

Suggesting more respectful ways to express criticism in the future.

4-Encourage ethical behavior and discourage unethical behavior

WEAKNESS STRENGTH

5- BEHAVIOR



3- SHARE (20 mins)



5 STEPS

1- Demo role play2- One 2 One + Feedforward

PRACTICETough conversations



3- SHARE (20 mins)



5 STEPS


TEAM BUILDING

TASK DELEGATION

FOLLOW-UP(CRISIS)

Performance Review

3 41 2

List the top 3 ethical leadership challenges that make or break trust / commitment in

each of the 4 steps

GROUP ACTIVITY

GROUP ACTIVITY

TEAM BUILDING

TASK DELEGATION

FOLLOW-UP(CRISIS)

ACHIEVEMENT


Task dispatchingGoal-setting

Ressource-allocation

MistakesBad behaviorDemotivation

FeedbackRecognition

CastingEngagement

1 2 3 4

TEAM BUILDING

TASK DELEGATION

FOLLOW-UPCRISIS

ACHIEVEMENT


Task dispatchingGoal-setting

Ressource allocation

MistakesBad behaviorDemotivation

FeedbackRecognition

CastingEngagement

1 2 3 4

1-Ex: Casting the team

How can you be fair in selecting team members? (tendency to choose people that resemble us, yes men…)

How to communicate the decision to co-workers who were not chosen for the project?

GLOBAL

ORGANIZATIONTEAM

SELF1234

GLOBAL

ORGANIZATION

TEAM

SELF

HOW TO BUILD ETHICAL TEAMS ?

TEAM/

To enable leaders to :

TO CREATE AND MAINTAIN AN ETHICAL TEAM CLIMATE

GOAL

TEAM/

Teams may suffer from pressures (ex: conformity) that could prevent members to act ethically or to raise ethical issues.

TEAM/

PROBLEM

1- Why Ethical Teams?

2- Team Trust Assessment

3- 3 Team dysfunctions 3.1 Cognitive3.2 Emotional3.3 Behavioral

4- Steps to build ethical teams

CONTENTTEAM/

Teams have the potential to make

better choices than individuals

TEAM / WHY ETHICAL TEAMS ?

Top-level executives spend on average 21 weeks / year in team

work(committees, task forces and other small settings)

Johnson C.E, Meeting the ethical challenges of leadership, Sage Publications, Inc; 3rd edition (July 23, 2008) p.216Rothwell J.D., (1998) In mixed company: Small group communication (3rd ed.) Fort Worth, TX: Harcourt Brace, p.2.


Variety of perspectivesChallenge questionable assumptions

More carefully reasoned and defensible decisions


Why Do Leaders FAIL

to Practice Shura/Consulting?


4TEAM / WHY ETHICAL TEAMS ?

MAIN REASONS

Leaders don’t know how to conduct it successfully

Contradicting opinions +Emotional reactions + External Pressures

SHURA FAILURE


1/3

Leaders’ Overconfidence

‘‘I know/care more than others’’


SHURA FAILURE

2/3

Leaders Believe It is Not necessary‘‘ What’s the value of it?’’

SHURA FAILURE


3/3





CONTENTTEAM/

TEAM TRUST ASSESSMENT

TEAM / TEAM TRUST ASSESSMENT

Rate yourself on the following trust factors, using a scale of 1 to 5 (1 = not at all, 2 = below average, 3 = average, 4 = above average, and 5 = role model). You can also use the Trust Index to have others assess you.

Based on Chapter 20, “Leading in Turbulent Times” in The ASTD Leadership Handbook, edited by Elaine Biech, © 2010 ASTD

TEAM / ASSESSMENT 6

45-50 Role Model: Explore opportunities to teach others

40-44 Above Average: Explore opportunities to leverage strengths

35-49 Average: Explore opportunities for development

<35 Need to undertake serious efforts to change some wrong beliefs and behaviours (support advised)

TEAM / TEAM TRUST ASSESSMENT





CONTENTTEAM/

3TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS

FACTORSCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.

Shweitzer, Ordonez and Douma, The Role of Goal Setting in Motivating Unethical Behaviour, Academy of Management Journal 47, 422-432, 2004.

INFLUENCE ETHICAL DECISION MAKING


FACTORS

COGNITIVE

EMOTIONAL

BEHAVIORALCoughlan, Richard, Connolly and Terry, Invetigating Unethical Decisions at work: Justification and Emotion in Dilemma Resolution, Journal of Managerial Issues, 2008.






CONTENTTEAM/


FACTORS

COGNITIVE

EMOTIONAL



GROUPTHINK

TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE

FALSE AGREEMENT

POLARIZATION

COGNITIVE

(Comments and strategies to overcome each dysfunction in the notes section)

http://www.youtube.com/watch?v=TS7P-eo-COo

VIDEOGroupThink (pressure to conform to the group)

Funny hidden camera

SELF / WHY PERSONAL MASTERY ? / TEMPTATIONS TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE

http://www.youtube.com/watch?v=TS7P-eo-COo

GROUPTHINK

Putting unanimous agreement ahead of

reasoned problem solving

Social psychologist Irving Janis

TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE

High Risk of Ineffective + Unethical

DecisionsJanis I. Groupthink: The problems of conformity

GROUPTHINK


Groupthink

3 SymptomsA) OverconfidenceB) Close-MindednessC) Group pressure


http://www.youtube.com/watch?v=iRh5qy09nNw

VIDEOAsch Experiment

SELF / WHY PERSONAL MASTERY ? / TEMPTATIONS TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE

http://www.youtube.com/watch?v=iRh5qy09nNw

GROUPTHINK


FALSE AGREEMENT

POLARIZATION

COGNITIVE

Doing something that no team member wants to do

because of a breakdown of intra-group communication


FALSE AGREEMENT(Abylene Paradox)

GROUPTHINK


FALSE AGREEMENT

POLARIZATION

COGNITIVE

POLARIZATION

Framing differences as disagreements


One side (‘’The Good’’) must win out over all other sides (‘’The Bad’’).

GROUPTHINK


FALSE AGREEMENT

POLARIZATION

COGNITIVE

Imagine facing one of the 3 team cognitive dysfunctions (groupthink, false agreement, polarization). How would you

diagnose and overcome these dysfunctions.

CHALLENGETEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL





CONTENTTEAM/


FACTORS

COGNITIVE

EMOTIONAL



TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL

Emotional Intelligence in Teams

include

Individual Emotional

Intelligence

Team Social

InteractionsRapisarda, B. ‘’ The impact of Emotional Intelligence on Work Team Cohesiveness and Performance.’’ International Journal of Organizational Analysis, 2002, 10(4), 21-40

+

EMOTIONAL CONTAGION

12 Angry Men (1957)


(Hughes and Terrell, 2007)

for developping emotional intelligence

in teams

7SKILLS


Developping a Team Identity(Common purpose)

1/ 7


Creating and Harnessing Motivation

(Drive that enable teams to achieve)

2/ 7


Emotional Awareness(Ability to read one another and respond to how others

feel)

3/ 7


Communication(Ability to listen and talk effectively to one another)

4/ 7


Stress tolerance(Building strong relationships to overcome challenges)

5/ 7


Conflict resolution(Developping capabilities to address the inevitable team

conflicts)

6/ 7


Positive Mood(Cultivating optimism that encourages a can-do attitude,

curiosity and hopefulness)

7/ 7


How would you re-motivate a demotivated constituent?

CHALLENGETEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL

Your boss pressures you to modify the numbers in a report to be submitted to the top management or to overestimate your consulting fees to a client…

What would you do if you were pressured to act unethically?


CHALLENGE

What made the situation difficult (stakes)?What were the justifications expressed (rationalizations)?What gave you the strength and motivation to act?

Share a situation where you succeeded to voice your ethical

concerns despite pressures

CHALLENGETEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL





CONTENTTEAM/

3TEAM / ETHICAL DECISION MAKING / 3 FACTORS

FACTORS

COGNITIVE

EMOTIONAL



Sourcebooks, 2nd edition, 2009

UNETHICAL BEHAVIORS

IN TEAMS

TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL

4TYPES

1 2

3 4


SCREAMING MIMITEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL

SCREAMING MIMI

Yells, screams, curses

SCREAMING MIMI / TACTICS


SCREAMING MIMI


Controls through fear and intimidation


SCREAMING MIMI


Constantly interrupts the target during meetings


SCREAMING MIMI


Bombast masks incompetence


SCREAMING MIMI

SCREAMING MIMI / HANDLING SYSTEM

REPEAT SILENTLY: ‘’ YOU ARE NOT A THREAT TO ME’’


SCREAMING MIMI

REPEAT SILENTLY: ‘’ HEAR THE VALUABLE STUFF. IGNORE THE ANGER’’



SCREAMING MIMI

Practice telling this: ‘’You have no right to talk to me like that’’



SCREAMING MIMI

Practice telling this: ‘‘I respect people and I don’t accept any disrespect’’



4TYPES

1 2

3 4


CONSTANT CRITIC

CONSTANT CRITIC


CONSTANT CRITIC

CONSTANT CRITIC / TACTICS

Extremely negative + Perfectionist + Liar


CONSTANT CRITIC


Satisfies her need to control with obsession over others performance.


CONSTANT CRITIC


Makes unreasonable demands for work with impossible deadlines


CONSTANT CRITIC


Applies disproportionate pressure


CONSTANT CRITIC


expects perfection


CONSTANT CRITIC


Constant haranguing about the Target’s ‘’incompetence’’

TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL

CONSTANT CRITIC


Plays on your desire to please the boss


CONSTANT CRITIC


Loved by senior management because she ‘’gets people to produce’’.


CONSTANT CRITIC


She is extremely resistant to change and you will never be able to satisfy her.


CONSTANT CRITIC


Why does she act like that?


CONSTANT CRITIC


May have experienced humiliation with extremely critical authority figures (father, teacher, boss….)


CONSTANT CRITIC

HUMOUR !

‘‘Thank God! My life would not be incomplete without your criticism’’


CONSTANT CRITIC / HANDLING SYSTEM

CONSTANT CRITIC

GET A 2nd OPINIONFrom someone you trust about your work and her criticism

CONSTANT CRITIC / HANDLING SYSTEM


4TYPES

1 2

3 4


CONSTANT CRITIC

TWO-HEADED SNAKE


TWO HEADED SNAKE / TACTICS

Operates behind closed doors



Assassinates reputation with higher-ups



Passive, aggressive, indirect



dishonest style of dealing with people and issues.



‘’Friendliness’’ serves only to lower your barriers



Satisfies her need for control by managing the image of the target in other people’s minds


TWO HEADED SNAKE / HANDLING SYSTEM

Enlist supporters among trusted colleagues



Don’t wait too long to bring up the problem



Resist lowering yourself into a nasty street fight.



Strongly and respectfully express what you consider unacceptable behaviour



Ask for as much clarification as possible regarding the tasks and information you share with him.



Your demand for clarity will frustrate the person (who is clouding every interaction).



The snake’s deviousness can then be revealed to her supporters and enemies.


4TYPES

1 2

3 4


GATE KEEPER


GATE KEEPER / TACTICS

Plays the game of exclusion (most popular bullying

games)

(Meetings, emails, work progress, events…)



Plays the game of exclusion

(Meetings, emails, work progress, events…)



To make you feel invalidated and worthless



Her need to control:

Puts herself in the middle of everything.


GATE KEEPER / HANDLING SYSTEM

Try to recall why has this person changed



Try to take her perspective



Try to understand the situation with trusted colleagues


4TYPES

1 2

3 4


Split the group in teams. Every team can role play a leader confronting one of the unethical types of behaviors.

CHALLENGETEAM / CHALLENGES





CONTENTTEAM/

BUILD ETHICAL TEAMS

TEAM / BUILDING STEPS

5 STEPSTO

RECRUIT Ethical Team Members

1/ 5


AGREE on ways to deal with conflicts

2/ 5


CONSULT team members openly and

honestly

3/ 5


REWARD (and Discipline)

(un)ethical behaviors

4/ 5


SURVEY perceptions of honesty and

fairness among team members

5/ 5


How would you communicate ethical standards to your new team?

CHALLENGETEAM / CHALLENGES

GLOBAL

ORGANIZATION

TEAM

SELF

ORGANIZATION / CHALLENGE

You witness an unethical behaviour in your organization , do you :

A) Confront it immediately?B) Report it?C) Ignore it ?

How should one decide how to confront an unethical behavior at work ? (Any rule of thumb to avoid too much hesitation?)

CHALLENGE

HOW TO BUILD ETHICAL

ORGANIZATIONS

ORGANIZATION /

?

GOALS

ORGANIZATION /

- To know the most important factors that shape an ethical organizational culture

- Get an action framework to transform the components of organizations to make them more ethical.

OUTLINE

ORGANIZATION /

5.1 Organizational Ethical Leadership Assessment (Kienan Institute Survey)

5.2 Research Findings on Organizational Ethical Cultures (National Business Ethics Survey)

5.3 Steps for building an ethical organization

http://kenan.ethics.duke.edu/measureup/

ORGANIZATION / ASSESSMENT

ASSESSMENT 7 ORGANIZATIONAL ETHICAL LEADERSHIP ASSESSMENT

CLICK ON THE LINK BELOW TO TAKE THE ASSESSMENT :

KIENAN INSTITUTE SURVEY

http://kenan.ethics.duke.edu/measureup/

JAY GALBRAITH

Professor Emeritus at the International Institute for Management Development(IMD)

Previously at:Wharton School of Business (University of Pennsylvania) Sloan School of Management (MIT)

ORGANIZATION / DESIGN CHECKPOINTS

Dr. Jay GALBRAITH

GALBRAITH’S MODEL FOR ORGANIZATIONAL DESIGN


ETHICAL LEADERS

ETHICAL

ETHICAL

ETHICAL

ETHICAL ETHICAL

GALBRAITH’S MODEL MODIFIED


ETHICAL LEADERS

ETHICAL

ETHICAL

ETHICAL

ETHICAL ETHICAL

DOES YOUR ORGANIZATION HAVE…


??

??

??

OUTLINE

ORGANIZATION /




HOW TO ASSESS the strength of an organization’s

ETHICAL CULTURE ?

ORGANIZATION / ETHICAL CULTURE

LATEST US SURVEY

ON BUSINESS ETHICS

2009-2010


4COMPONENTS


ETHICAL CULTURES’

ETHICAL LEADERHIP(‘TONE AT THE TOP’)

1/ 4


SUPERVISOR REINFORCEMENT

(How supervisors walk the top leadership’s talk)

2 / 4ORGANIZATION / ETHICAL CULTURE

PEER COMMITMENT(Finding support in ‘doing the right thing’

among coworkers)

3 / 4


EMBEDDED ETHICAL VALUES

(‘How we do things around here’ in daily activities)

4 / 4


ETHICAL CULTURE

ETHICAL LEADERHIPSUPERVISOR REINFORCEMENT

PEER COMMITMENT

EMBEDDED ETHICAL VALUES

+++

=


EMPLOYEES’ PERCEPTION OF

STUDY MEASURES

Open and Honest Communication

Positive Ethical Role Modeling

Accountability


1- TOP MANAGEMENT CULTURE INDEX

2- SUPERVISOR CULTURE INDEX

USING 2 INDICES


Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA

The strongest correlations between employee engagement and ethical culture involve the Top Management Culture and

Supervisor Culture Indices


OUTLINE

ORGANIZATION /




STEPS TO BUILD ETHICAL ORGANIZATIONS

ORGANIZATION / BUILDING STEPS

6

Hire/Appoint ethical leaders

(Fire unethical leaders, even if they are performant)


1/6

A Strategic Plan’s Objective


2/6

Set up ethical processes


3/6

Ethical talent management and leadership development programs


4/6

A culture of rewarding the ethical employees and firing the unethical ones


5/6

Independant surveys to assess trust and ethics levels among employees / customers


6/6

BUILD ETHICAL ORGANIZATIONS

Check list 1- Do you currently have an established code of conduct?2- Do you offer training, and if so, is it an ongoing process and not just a single event?3- How current is your training and code of conduct?4- Do you currently have an external reporting mechanism for whistle-blowing?5- Do you have the necessary tools to sustain this mechanism?7- Do you enforce your guidelines and take action on infractions?8- Are your employees aware of the items noted above?


__

______________

VIDEOhttp://www.youtube.com/watch?v=uUIlF9TEg2E

ETHICAL LEADERSHIP IS COOL (Viral Video)

GLOBAL / MEDIA

http://www.youtube.com/watch?v=uUIlF9TEg2E

Ethical Leadership Ambassadors Training

Education

Transcript of Ethical Leadership Ambassadors Training