Leading from the Bench:Ethical Leadership for Technical Professionals IEEE Education Division December 1, 2010
Agenda • Introduction: Challenges and Opportunities • Engaging Technologists (or other humans) • Virtues of Ethical Leadership • Specific Skills
“Business ethics is so…negative.”
Two Ways to Drive Change People are the power (and competitive advantage) of any organization. Vision and strategyset and maintain direction
Ethical Leadership:empower others to improve the world
Learning from Sisyphus • Sisyphus angered gods through a variety of antics. “Accounts vary.” • His sentence was the worst thing the storytellers could imagine for a smart, engaged person.
A virtuous cycle Purpose Pride Expectations Performance
What drives employee engagement?Source: Gallup G12 Summary
Gallup’s six key factors • Clear expectations for my performance • Materials and equipment • Ability to do good work in assigned roles • A supervisor who cares about me • Co-workers committed to quality work • Opportunities to learn and growSource: Gallup G12 Summary
Ethical Leaders in ActionLeadership Development Model Leading Self Leading Leading Others in Context
Pursue Greatness – with Humility • Humility is realism. • Envision a better you. • Be firm and kind. • We help one another.
Ethical Leaders in ActionVirtues of Ethical Leadership Clarity Creativity ServiceCompetence Courage
JFK’s Profiles in Courage • 1955 Pulitzer Prize winning history/biography • Described multiple 19th Century Senators who did what was right for their nation at great personal risk and loss. • Tells stories of moral and political courage in the U.S. Senate.
Three Fears That Call for Courage • Fear of disdain or social isolation. • Fear of material loss – job, future opportunities • Fear of failing in one’s responsibilities or commitments to others – whether right or wrong.
Drivers of Courage • Clarity of Vision • Belief in the organization • Self-confidence and self-regard • The moment Kennedy’s subjects were achingly human!
ServiceBeing seriousaboutempoweringothersExercisingwill in supportof collectiveaims
“Working without a net” Describe a past leadership challenge• A time when you were led…badly.• A mistake that you made as a leader.• An instance when things fell apart.What occurred?Why was it a problem or issue?
Relational Leadership Model HIGH TO WITH punitive relational authoritarian authoritative Pressure stigmatising respectful NOT FOR neglectful permissive indifferent protective passive easy/undemanding LOW HIGHAdapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
How do you lead? TO WITH Relational Leaders Pressure offer high pressure, high FOR support NOT
Leaders Listen! • Perceive – with whole being – Most people blunt their own perceptions. – Cops sharpen perceptions to survive and succeed • Suspend analysis and action – Cops learn to draw conclusions and to act swiftly – Act, but deliberately. • Ask, ask, ask ask – Action bias leads to “internal storytelling.” – Inform your narrative with input from others. We need to learn how to deliver pressure and support to each person
Giving Feedback • Past: What happened – Observable events and facts Fair – First person and objectiveProcess is working WITH • Present: Why it matters others – Consequences of actions. – Implications • Future: Required Changes, Directions – Changes in actions or behaviors – Reinforcement to repeat positive actions What does “Relational Leadership” teach us about giving feedback?
The Critical Art of Apology • I am sorry – I understand your concerns and my mistake(s) – I sincerely regret both my actions and their impact • It won’t happen again – I commit to change – I am accountable for that commitment • Thank you for bringing this to me – I appreciate the trust you demonstrated – I appreciate the opportunity to apologize and changeA mistake – or crisis - becomes an opportunity to strengthen a relationship
The Three Elements of Fair Process • Engagement – Stakeholders invited to participate Fair – Participants have an opportunity to be heardProcess is working • Explanation WITH – Process and rationale are clearly explained, along with others decisions and outcomes. – Explanation is respectful – it is also often educational. • Expectation Clarity – When decisions are made, implications for all stakeholders are clearly articulated. – Everyone knows what to expect, and what is expected of them.
Fair Process does not mean: • Democracy • Consensus • Happiness or Contentment • Accommodation of individual wishes or whims • Command relinquishing legitimate decision authority or accountability A good indication of a fair process is when people who do not“get their way” understand why and how a decision was made, and acknowledge that the process was fair.
The Oldest Leadership Program • Comfort and Safety If we aren’ttellingstories, • Current, tacticalothers information.surely are! • Ancient stories that reinforce shared values. • New stories that also reinforce those values.
Pick your own virtues! Break into groups, one for each virtue or value. Group members each describe instances of those virtues at work. They share stories. Groups illustrate one story on a flip chart, and select a storyteller. Time to share!
Tomorrow you can: • Frame and share your personal vision for your virtue of service. Begin improving that vision with input from others! • Convene a group to talk about purpose and leadership. • Begin getting to know one person with whom you work better. Make a connection. • Observe an opportunity to do something better, and make it so. Direct or engage others as necessary. • Improve life for your team in some small but significant way. • Reward yourself for taking an important step.
Thank you for your attention!Chad WeinsteinEthical Leaders in Action, LLCcweinstein@ethinact.com651-646-1512 “We enable ethical leaders to achieve extraordinary results”