Ethics-is it a place near Lake Erie? <br />by Toronto Training and HR <br />March 2011<br />
Contents<br />	3-4 Introduction to Toronto 	Training and 		HR<br />	5-6	The new ethical management<br />	7-9	Ethics and in...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />The new ethical management<br />
Page 6<br />The new ethical management<br />What is it?<br />Where did it come from?<br />Where is it going?<br />
Page 7<br />Ethics and integrity<br />
Page 8<br />Ethics and integrity 1 of 2<br />Relationships with your family and friends<br />Attitude and behaviour toward...
Page 9<br />Ethics and integrity 2 of 2<br />Identify men and women of great character<br />Analyze your key relationships...
Page 10<br />How the best-intentioned managers get derailed<br />
Page 11<br />How the best-intentioned managers get derailed<br />Goals that reward unethical behaviour<br />Conflicts of i...
Page 12<br />Drill <br />
Page 13<br />Drill  <br />
Page 14<br />Barriers to an ethical organization<br />
Page 15<br />Barriers to an ethical organization<br />Ill-conceived goals<br />Motivated blindness<br />Indirect blindness...
Page 16<br />Ethics-based culture change<br />
Page 17<br />Ethics-based culture change 1 of 5<br />You can’t force culture—you can only create environment<br />You are ...
Page 18<br />Ethics-based culture change 2 of 5<br />Embracing ethical values can change how your company runs—it can revi...
Page 19<br />Ethics-based culture change 3 of 5<br />CREATING AN ETHICAL VALUES COMPASS<br />Ask your colleagues: What do ...
Page 20<br />Ethics-based culture change 4 of 5<br />CHARACTERISTICS SETTING EMPLOYERS APART<br />Leaders encourage a two-...
Page 21<br />Ethics-based culture change 5 of 5<br />SIMPLE ADDITIONS TO EXISTING PRACTICES<br />Make ethics a priority<br...
Page 22<br />Dealing with malicious gossip<br />
Page 23<br />Dealing with malicious gossip 1 of 2<br />When you pass information, casually or not, do so in a manner that ...
Page 24<br />Dealing with malicious gossip 2 of 2<br />If it is a case of obvious rumour spreading or malicious gossiping,...
Page 25<br />Transformative power of accountability<br />
Page 26<br />Transformative power of accountability<br />To see it<br />To own it<br />To solve it<br />To do it<br />
Page 27<br />Dimensions of work ethic<br />
Page 28<br />Dimensions of work ethic<br />Self-reliance<br />Morality/ethics<br />Leisure<br />Hard work<br />Centrality ...
Page 29<br />Employees mirroring the work ethic around them<br />
Page 30<br />Employees mirroring the work ethic around them 1 of 7<br />BELL CURVE FACING MANAGERS<br />On the far right a...
Page 31<br />Employees mirroring the work ethic around them 2 of 7<br />BELL CURVE FACING MANAGERS<br />In between the ext...
Page 32<br />Employees mirroring the work ethic around them 3 of 7<br />CRUCIAL FACTS<br />First, even though there are in...
Page 33<br />Employees mirroring the work ethic around them 4 of 7<br />CRUCIAL FACTS<br />Second, without any way of hold...
Page 34<br />Employees mirroring the work ethic around them 5 of 7<br />CRUCIAL FACTS<br />Second, without any way of hold...
Page 35<br />Employees mirroring the work ethic around them 6 of 7<br />CRUCIAL FACTS<br />Third, even when it is personal...
Page 36<br />Employees mirroring the work ethic around them 7 of 7<br />CRUCIAL FACTS<br />Fourth, if team members can be ...
Page 37<br />Character traits<br />
Page 38<br />Character traits<br />Vocation<br />Stewardship<br />Virtue<br />Heart<br />
Page 39<br />Ethical decision making<br />
Page 40<br />Ethical decision making<br />Transparency<br />Effect <br />Fairness<br />
Page 41<br />Stakeholders<br />
Page 42<br />Stakeholders 1 of 2<br />shareholders <br />trustees <br />guarantors <br />investors <br />funding bodies <b...
Page 43<br />Stakeholders 2 of 2<br />regulatory authorities <br />endorsers and 'recommenders' <br />advisors and consult...
Page 44<br />Overcoming disconnects<br />
Page 45<br />Overcoming disconnects<br />Generational<br />Short-termism<br />Trust<br />
Page 46<br />Self-sabotage of high performers<br />
Page 47<br />Self-sabotage of high performers 1 of 2<br />BEHAVIOR EMERGES FROM…<br />awed by success, we project a “halo”...
Page 48<br />Self-sabotage of high performers 2 of 2<br />HELPING VICTIMS OF SUCCESS<br />Resisting help-remove resistance...
Page 49<br />Advantages in acting ethically<br />
Page 50<br />Advantages in acting ethically<br />Competitive advantage <br />Improved employee retention and attraction<br...
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Ethics; is it a place near Lake Erie ? March 2011

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Half day interactive open workshop in Toronto on ethics.

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Ethics; is it a place near Lake Erie ? March 2011

  1. 1. Ethics-is it a place near Lake Erie? <br />by Toronto Training and HR <br />March 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 The new ethical management<br /> 7-9 Ethics and integrity<br /> 10-11 How the best-intentioned managers get derailed<br /> 12-13 Drill <br /> 14-15 Barriers to an ethical organization<br /> 16-21 Ethics-based culture change<br /> 22-24 Dealing with malicious gossip<br />25-26 Transformative nature of accountability<br /> 27-28 Dimensions of work ethic<br /> 29-36 Employees mirroring the work ethic around them<br />37-38 Character traits<br /> 39-40 Ethical decision-making<br />41-43 Stakeholders<br />44-45 Overcoming disconnects<br />46-48 Self-sabotage of high performers<br />49-50 Advantages in acting ethically<br />51-52 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />The new ethical management<br />
  8. 8. Page 6<br />The new ethical management<br />What is it?<br />Where did it come from?<br />Where is it going?<br />
  9. 9. Page 7<br />Ethics and integrity<br />
  10. 10. Page 8<br />Ethics and integrity 1 of 2<br />Relationships with your family and friends<br />Attitude and behaviour towards money<br />Commitments to others, especially in the business/work<br />
  11. 11. Page 9<br />Ethics and integrity 2 of 2<br />Identify men and women of great character<br />Analyze your key relationships<br />Keep your word<br />
  12. 12. Page 10<br />How the best-intentioned managers get derailed<br />
  13. 13. Page 11<br />How the best-intentioned managers get derailed<br />Goals that reward unethical behaviour<br />Conflicts of interest that motivate people<br />to ignore bad behaviour when they have something to lose by recognizing it<br />A tendency to overlook dirty work that’s been outsourced to others<br />An inability to notice when behaviour deteriorates gradually<br />A tendency to overlook unethical decisions<br />when the outcome is good<br />
  14. 14. Page 12<br />Drill <br />
  15. 15. Page 13<br />Drill <br />
  16. 16. Page 14<br />Barriers to an ethical organization<br />
  17. 17. Page 15<br />Barriers to an ethical organization<br />Ill-conceived goals<br />Motivated blindness<br />Indirect blindness<br />The slippery slope<br />Overvaluing outcomes<br />
  18. 18. Page 16<br />Ethics-based culture change<br />
  19. 19. Page 17<br />Ethics-based culture change 1 of 5<br />You can’t force culture—you can only create environment<br />You are on the outside what you are on the inside—no debate<br />Success is doing the right things the right way<br />People do what they are incentivised to do<br />Input=Output<br />
  20. 20. Page 18<br />Ethics-based culture change 2 of 5<br />Embracing ethical values can change how your company runs—it can revitalize your purpose, policies, and practices<br />People who don’t fit are immediately weeded out<br />People respect their leaders and each other<br />
  21. 21. Page 19<br />Ethics-based culture change 3 of 5<br />CREATING AN ETHICAL VALUES COMPASS<br />Ask your colleagues: What do you want this company to look like? <br />Narrow the answers<br />Translate these ethical values into behaviours you can monitor<br />Figure out where a course change is in order<br />Settle in for the long haul<br />
  22. 22. Page 20<br />Ethics-based culture change 4 of 5<br />CHARACTERISTICS SETTING EMPLOYERS APART<br />Leaders encourage a two-way dialogue about business conduct<br />The organization’s code of ethics is a living document<br />Ethics isn’t a “program” but a way of doing business<br />Training about ethics is relevant, maybe even fun<br />Employees are actively engaged as corporate citizens, aligned with the company’s values<br />
  23. 23. Page 21<br />Ethics-based culture change 5 of 5<br />SIMPLE ADDITIONS TO EXISTING PRACTICES<br />Make ethics a priority<br />Set a good example of ethical conduct<br />Keep commitments<br />Provide information about culture and compliance<br />Consider ethics in decision-making<br />Talk about ethics in the workplace<br />
  24. 24. Page 22<br />Dealing with malicious gossip<br />
  25. 25. Page 23<br />Dealing with malicious gossip 1 of 2<br />When you pass information, casually or not, do so in a manner that ensures that the message heard by those listening is as accurate as possible. Avoid insinuations, quibbling, and half-truths.<br />If you are not sure of the information's accuracy, don't repeat it.<br />
  26. 26. Page 24<br />Dealing with malicious gossip 2 of 2<br />If it is a case of obvious rumour spreading or malicious gossiping, try to stop it in an appropriate manner such as interrupting the speaker and<br />questioning the source of information.<br />Let it be known that you do not approve of such activity.<br />Seek help from co-workers, team members, supervisor, manager or Human Resources - whatever is appropriate to stop the rumour mill.<br />
  27. 27. Page 25<br />Transformative power of accountability<br />
  28. 28. Page 26<br />Transformative power of accountability<br />To see it<br />To own it<br />To solve it<br />To do it<br />
  29. 29. Page 27<br />Dimensions of work ethic<br />
  30. 30. Page 28<br />Dimensions of work ethic<br />Self-reliance<br />Morality/ethics<br />Leisure<br />Hard work<br />Centrality of work<br />Wasted time<br />Delay of gratification<br />
  31. 31. Page 29<br />Employees mirroring the work ethic around them<br />
  32. 32. Page 30<br />Employees mirroring the work ethic around them 1 of 7<br />BELL CURVE FACING MANAGERS<br />On the far right are the most helpful of the group, those "dedicated co-operators" who by personal conviction will contribute their best to the common cause without worrying much about what the rest are doing.<br />On the far left are a few "dedicated free riders," people who in almost any situation will let the others do the heavy lifting and keep their own resources for themselves.<br />
  33. 33. Page 31<br />Employees mirroring the work ethic around them 2 of 7<br />BELL CURVE FACING MANAGERS<br />In between the extremes are those who reciprocate to various degrees. This majority of people will meet cooperation with cooperation and selfishness with selfishness.<br />
  34. 34. Page 32<br />Employees mirroring the work ethic around them 3 of 7<br />CRUCIAL FACTS<br />First, even though there are incentives to freeload from the very beginning, a large proportion of people start by venturing some of their money, maybe to test the waters, maybe out of a sense of morality. They arrive at a job fully prepared to cooperate with the group- if they find cooperation to be the norm.<br />
  35. 35. Page 33<br />Employees mirroring the work ethic around them 4 of 7<br />CRUCIAL FACTS<br />Second, without any way of holding team members accountable for their work on the group's behalf, some will coast. Taking advantage of the group in this way creates resentment that causes many of those originally willing members to withhold what they control, and this snowballs into an almost perfectly selfish workgroup that loses the chance of making solid profits. <br />
  36. 36. Page 34<br />Employees mirroring the work ethic around them 5 of 7<br />CRUCIAL FACTS<br />Second, without any way of holding team members accountable for their work on the group's behalf, some will coast. Taking advantage of the group in this way creates resentment that causes many of those originally willing members to withhold what they control, and this snowballs into an almost perfectly selfish workgroup that loses the chance of making solid profits. <br />
  37. 37. Page 35<br />Employees mirroring the work ethic around them 6 of 7<br />CRUCIAL FACTS<br />Third, even when it is personally expensive to punish another team member, many participants will "invest" in keeping the game fair. Researchers call this "altruistic punishment" because it requires a player to spend his own<br />money to enforce the group's interest. " This suggests that even with performance-based bonuses that create a risk of neglecting their own rewards for a while, employees' attention can be seriously diverted when a bad apple is in the barrel.<br />
  38. 38. Page 36<br />Employees mirroring the work ethic around them 7 of 7<br />CRUCIAL FACTS<br />Fourth, if team members can be punished for slacking, the slackers behave better and the naturally cooperative people, seeing a fairer system, become more willing to invest. The group's profits rise.<br />
  39. 39. Page 37<br />Character traits<br />
  40. 40. Page 38<br />Character traits<br />Vocation<br />Stewardship<br />Virtue<br />Heart<br />
  41. 41. Page 39<br />Ethical decision making<br />
  42. 42. Page 40<br />Ethical decision making<br />Transparency<br />Effect <br />Fairness<br />
  43. 43. Page 41<br />Stakeholders<br />
  44. 44. Page 42<br />Stakeholders 1 of 2<br />shareholders <br />trustees <br />guarantors <br />investors <br />funding bodies <br />distribution partners <br />marketing partners <br />licensors <br />licensees <br />approving bodies <br />
  45. 45. Page 43<br />Stakeholders 2 of 2<br />regulatory authorities <br />endorsers and 'recommenders' <br />advisors and consultants <br />employees <br />customers <br />suppliers <br />the local population (community) <br />the regional general public <br />national general public <br />international communities <br />humankind <br />
  46. 46. Page 44<br />Overcoming disconnects<br />
  47. 47. Page 45<br />Overcoming disconnects<br />Generational<br />Short-termism<br />Trust<br />
  48. 48. Page 46<br />Self-sabotage of high performers<br />
  49. 49. Page 47<br />Self-sabotage of high performers 1 of 2<br />BEHAVIOR EMERGES FROM…<br />awed by success, we project a “halo” around the head of those who achieve it, signifying they can do no wrong<br />the “halo” influences how we view and describe them and biases how they view and describe themselves<br />they seek to protect themselves against having to admit failure or weakness and suffer shame<br />
  50. 50. Page 48<br />Self-sabotage of high performers 2 of 2<br />HELPING VICTIMS OF SUCCESS<br />Resisting help-remove resistance, a safe learning opportunity<br />Self-conception-redirect the need to achieve, detachment<br />
  51. 51. Page 49<br />Advantages in acting ethically<br />
  52. 52. Page 50<br />Advantages in acting ethically<br />Competitive advantage <br />Improved employee retention and attraction<br />Investment<br />Morale and culture<br />Reputation<br />Legal and regulatory reasons<br />Legacy<br />
  53. 53. Page 51<br />Conclusion & Questions<br />
  54. 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />

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