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

Half day interactive open workshop in Toronto on ethics.

Published in: Business

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  • 1. Ethics-is it a place near Lake Erie?
    by Toronto Training and HR
    March 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-6 The new ethical management
    7-9 Ethics and integrity
    10-11 How the best-intentioned managers get derailed
    12-13 Drill
    14-15 Barriers to an ethical organization
    16-21 Ethics-based culture change
    22-24 Dealing with malicious gossip
    25-26 Transformative nature of accountability
    27-28 Dimensions of work ethic
    29-36 Employees mirroring the work ethic around them
    37-38 Character traits
    39-40 Ethical decision-making
    41-43 Stakeholders
    44-45 Overcoming disconnects
    46-48 Self-sabotage of high performers
    49-50 Advantages in acting ethically
    51-52 Conclusion and questions
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    The new ethical management
  • 8. Page 6
    The new ethical management
    What is it?
    Where did it come from?
    Where is it going?
  • 9. Page 7
    Ethics and integrity
  • 10. Page 8
    Ethics and integrity 1 of 2
    Relationships with your family and friends
    Attitude and behaviour towards money
    Commitments to others, especially in the business/work
  • 11. Page 9
    Ethics and integrity 2 of 2
    Identify men and women of great character
    Analyze your key relationships
    Keep your word
  • 12. Page 10
    How the best-intentioned managers get derailed
  • 13. Page 11
    How the best-intentioned managers get derailed
    Goals that reward unethical behaviour
    Conflicts of interest that motivate people
    to ignore bad behaviour when they have something to lose by recognizing it
    A tendency to overlook dirty work that’s been outsourced to others
    An inability to notice when behaviour deteriorates gradually
    A tendency to overlook unethical decisions
    when the outcome is good
  • 14. Page 12
    Drill
  • 15. Page 13
    Drill
  • 16. Page 14
    Barriers to an ethical organization
  • 17. Page 15
    Barriers to an ethical organization
    Ill-conceived goals
    Motivated blindness
    Indirect blindness
    The slippery slope
    Overvaluing outcomes
  • 18. Page 16
    Ethics-based culture change
  • 19. Page 17
    Ethics-based culture change 1 of 5
    You can’t force culture—you can only create environment
    You are on the outside what you are on the inside—no debate
    Success is doing the right things the right way
    People do what they are incentivised to do
    Input=Output
  • 20. Page 18
    Ethics-based culture change 2 of 5
    Embracing ethical values can change how your company runs—it can revitalize your purpose, policies, and practices
    People who don’t fit are immediately weeded out
    People respect their leaders and each other
  • 21. Page 19
    Ethics-based culture change 3 of 5
    CREATING AN ETHICAL VALUES COMPASS
    Ask your colleagues: What do you want this company to look like?
    Narrow the answers
    Translate these ethical values into behaviours you can monitor
    Figure out where a course change is in order
    Settle in for the long haul
  • 22. Page 20
    Ethics-based culture change 4 of 5
    CHARACTERISTICS SETTING EMPLOYERS APART
    Leaders encourage a two-way dialogue about business conduct
    The organization’s code of ethics is a living document
    Ethics isn’t a “program” but a way of doing business
    Training about ethics is relevant, maybe even fun
    Employees are actively engaged as corporate citizens, aligned with the company’s values
  • 23. Page 21
    Ethics-based culture change 5 of 5
    SIMPLE ADDITIONS TO EXISTING PRACTICES
    Make ethics a priority
    Set a good example of ethical conduct
    Keep commitments
    Provide information about culture and compliance
    Consider ethics in decision-making
    Talk about ethics in the workplace
  • 24. Page 22
    Dealing with malicious gossip
  • 25. Page 23
    Dealing with malicious gossip 1 of 2
    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.
    If you are not sure of the information's accuracy, don't repeat it.
  • 26. Page 24
    Dealing with malicious gossip 2 of 2
    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
    questioning the source of information.
    Let it be known that you do not approve of such activity.
    Seek help from co-workers, team members, supervisor, manager or Human Resources - whatever is appropriate to stop the rumour mill.
  • 27. Page 25
    Transformative power of accountability
  • 28. Page 26
    Transformative power of accountability
    To see it
    To own it
    To solve it
    To do it
  • 29. Page 27
    Dimensions of work ethic
  • 30. Page 28
    Dimensions of work ethic
    Self-reliance
    Morality/ethics
    Leisure
    Hard work
    Centrality of work
    Wasted time
    Delay of gratification
  • 31. Page 29
    Employees mirroring the work ethic around them
  • 32. Page 30
    Employees mirroring the work ethic around them 1 of 7
    BELL CURVE FACING MANAGERS
    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.
    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.
  • 33. Page 31
    Employees mirroring the work ethic around them 2 of 7
    BELL CURVE FACING MANAGERS
    In between the extremes are those who reciprocate to various degrees. This majority of people will meet cooperation with cooperation and selfishness with selfishness.
  • 34. Page 32
    Employees mirroring the work ethic around them 3 of 7
    CRUCIAL FACTS
    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.
  • 35. Page 33
    Employees mirroring the work ethic around them 4 of 7
    CRUCIAL FACTS
    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.
  • 36. Page 34
    Employees mirroring the work ethic around them 5 of 7
    CRUCIAL FACTS
    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.
  • 37. Page 35
    Employees mirroring the work ethic around them 6 of 7
    CRUCIAL FACTS
    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
    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.
  • 38. Page 36
    Employees mirroring the work ethic around them 7 of 7
    CRUCIAL FACTS
    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.
  • 39. Page 37
    Character traits
  • 40. Page 38
    Character traits
    Vocation
    Stewardship
    Virtue
    Heart
  • 41. Page 39
    Ethical decision making
  • 42. Page 40
    Ethical decision making
    Transparency
    Effect
    Fairness
  • 43. Page 41
    Stakeholders
  • 44. Page 42
    Stakeholders 1 of 2
    shareholders
    trustees
    guarantors
    investors
    funding bodies
    distribution partners
    marketing partners
    licensors
    licensees
    approving bodies
  • 45. Page 43
    Stakeholders 2 of 2
    regulatory authorities
    endorsers and 'recommenders'
    advisors and consultants
    employees
    customers
    suppliers
    the local population (community)
    the regional general public
    national general public
    international communities
    humankind
  • 46. Page 44
    Overcoming disconnects
  • 47. Page 45
    Overcoming disconnects
    Generational
    Short-termism
    Trust
  • 48. Page 46
    Self-sabotage of high performers
  • 49. Page 47
    Self-sabotage of high performers 1 of 2
    BEHAVIOR EMERGES FROM…
    awed by success, we project a “halo” around the head of those who achieve it, signifying they can do no wrong
    the “halo” influences how we view and describe them and biases how they view and describe themselves
    they seek to protect themselves against having to admit failure or weakness and suffer shame
  • 50. Page 48
    Self-sabotage of high performers 2 of 2
    HELPING VICTIMS OF SUCCESS
    Resisting help-remove resistance, a safe learning opportunity
    Self-conception-redirect the need to achieve, detachment
  • 51. Page 49
    Advantages in acting ethically
  • 52. Page 50
    Advantages in acting ethically
    Competitive advantage
    Improved employee retention and attraction
    Investment
    Morale and culture
    Reputation
    Legal and regulatory reasons
    Legacy
  • 53. Page 51
    Conclusion & Questions
  • 54. Page 52
    Conclusion
    Summary
    Questions