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Ethical leadership sample 2022

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Ethical leadership sample 2022

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Description

EmployeeEXP: 5G, Ethical Leadership, Achieving access, speed, and organizational efficiencies through ethical leadership.
www.employeeexp.com

Guidepost – define individual and organizational character and performance standards
Growth – explore the role of IQ, EQ, and CQ in the personal growth process.
Gratefulness—ability to share and show gratitude
Grit – Combined with Gratefulness, courageous leaders operate in alignment with their personal character framework (Intellectual Humility and Vulnerability.)
Generosity – to team, peers and leadership

Transcript

  1. 1. 5G, Powering Ethical Leadership Achieving access, speed, and organizational efficiencies through ethical leadership Here’s your sneak-peak at the course. Empower Your Leaders today! 2-Hour, Half and Full Day Sessions Customized to your Industry / Organization Contact us to learn more: Info@employeeexp.com
  2. 2. Engaged, productive and innovative teams Characteristics of Ethical Cultures Leadership modelling Values statements Organizational guideposts Ethical Cultures © EmployeeEXP Dry? Compliance? Required? Forget what you may have experienced in previous ethics courses. This course is all about individual and organization growth and performance— understanding one’s ethical self is critical to both. info@employeeexp.com
  3. 3. Guideposts Growth Gratefulness Grit Generosity 5G Ethical Leadership © EmployeeEXP The 5 G’s
  4. 4. Ethical leadership is establishing a guidepost that allows you to navigate situational obstacles Performance promotion— from “buddy” to boss Clearing Hurdles Accumulate experience & develop subject matter expertise Leadership Milestones Every leader’s journey requires skill development. © EmployeeEXP info@employeeexp.com
  5. 5. Guideposts Values Statement A code of ethics is broad, giving employees a general idea of what types of behavior and decisions are acceptable and encouraged. If you don’t know what you stand for, you’ll fall for anything. © EmployeeEXP info@employeeexp.com
  6. 6. Exercise It’s all relative. Or is it? Exploring the Grey Areas of Ethical Management Participants experience the reality that ethical decisions often do not present black or white solutions. © EmployeeEXP info@employeeexp.com
  7. 7. 01 02 03 04 05 Intelligence Emotional Intelligence Cultural Intelligence Learning— curious and seeks knowledge for growth . Consciousness – effectively manages self to elevate team performance . Adaptability— embraces the value of diverse perspectives and experiences Resilience—leading through comfort and confidence in self Fallibility—lead innovative teams by reframing failure . Actionable Levers Intellectual Humility Vulnerability 5G—Driving Ethical Leadership Integrating key leadership skills found in our Inclusion MatrixTM © EmployeeEXP info@employeeexp.com
  8. 8. Individual Change Process Family / Friends Community School Media Lack of proactively seeking information Limited access to alternative perspectives Bias origins Bias accelerators Unregulated emotions Fear of change Poised to debate vs. listen Lack of psychological safety A comprehensive and dynamic approach to bias. © EmployeeEXP info@employeeexp.com
  9. 9. Non - Stealing Non - Attachment Self-Study Our Exercises Featuring content from Awake Ethics—a digestible and relatable approach that combines ethics with yoga principles. © EmployeeEXP info@employeeexp.com
  10. 10. A B C D 04 03 02 01 Topic: Conduct a meeting about upcoming changes Idea: Date Idea: Delivery Idea: Location Idea: Audience Worries Visuals Who should be in the room Individual and Team Goals Non – Attachment Mind-Map Example Exercise Example © EmployeeEXP info@employeeexp.com
  11. 11. Non-Stealing In Action Plan Non-Stealing Tool Timeline Action Non-Stealing Toolkit: Mentoring | Experience review | Skill development | Shadowing | External learning Sample Worksheet © EmployeeEXP
  12. 12. 1. Personal Board of Directors 2. ___________________ 3. ___________________ Diversity is key: • Connector • Informational Powerhouse • • Apply learning. Engage your team. Build your network.
  13. 13. 5G Skill(s) to work on Actions taken to work on the skill(s) Notes from conversation with your manager Self - Study "Follow effective action with quiet reflection, from the quiet reflection will come even more effective action" Peter F. Drucker © EmployeeEXP info@employeeexp.com
  14. 14. © EmployeeEXP info@employeeexp.com

Editor's Notes

  • Guidepost, Generosity, Growth, Gratefulness, Grit
  • Three constituents: Residents, Direct Reports, and Peers.
    Today we’ll explore
    1) ethics is not an abstract or scholarly construct and
    2) ethics as represented by one’s character is apparent nearly everyday
    3) being clear in one’s ethical framework enables you to better support your stakeholders and reports
  • Be here at 8:20
    Be here at 12:50

    Defining individual character and performance standards—two thoughts:
    what you do/how you act when no one is looking and
    would you want something on the front page?

    Vision Statement Improve the quality of life for all who live, work, and play in Polk County. Mission Statement The mission of Polk County Government is to serve and represent the public with integrity. (quality of being honest and having strong moral principles)

    Great place to start with first exercise…exploring the opportunities and challenges of operating with integrity
  • Room is divided into four groups
    Each group is given a portion of the Darden Moral Relativism case study – The definitions and a single example
    Each group works together to develop two statements 1) a statement that supports the action taken in the case, and 2) a case that denounces the action taken.
    After 10 minutes the groups report out their two statements—1) the rationale behind them, 2) how the scenario might show up in their department
  • As I shared, our personal set of biases are learned from just about the moment we arrived
    Because they are so ingrained, every one of us is subject to having our emotions hijacked or to act without thinking based on a biased assumption—remember the Eagles fan standing here.
    Above the line and below the line…
    Only paying attention to news stories that confirm your opinions
    Assuming that everyone else shares your opinions or beliefs
    Learning a little about a topic and then assuming you know all there is to know about it
    Unfortunately, our biases sometimes trip us up, leading to poor decisions and bad judgments.
  • Be here 9:20
    Be here 1:40

    As leaders, we have a choice as to how to communicate and engage with others.
    We have power and responsibility over their own journey as well as the journey of their team members.

    Misperceptions of ethics e.g. brought up by good people, they are naturally ethical, conduct themselves appropriately in the workplace…
    Another misperception—we gain life experience, we naturally develop ethical behavior.
    Difference between Values and ethics
    Values are qualities that are desirable, or qualities to aspire to—more subjective than ethics.
    When companies just have values, they’re skipping over ethics.
  • Be here 11:25
    Be here 4:00

    First place to start are three relatively easy action steps

    Personal BoD
    Connector
    Informational Powerhouse
    Influencer
    Mentor / Sponsor

    Start the conversation with your teams
    As a leader, apply the IM skills—share with your BOD
  • Description

    EmployeeEXP: 5G, Ethical Leadership, Achieving access, speed, and organizational efficiencies through ethical leadership.
    www.employeeexp.com

    Guidepost – define individual and organizational character and performance standards
    Growth – explore the role of IQ, EQ, and CQ in the personal growth process.
    Gratefulness—ability to share and show gratitude
    Grit – Combined with Gratefulness, courageous leaders operate in alignment with their personal character framework (Intellectual Humility and Vulnerability.)
    Generosity – to team, peers and leadership

    Transcript

    1. 1. 5G, Powering Ethical Leadership Achieving access, speed, and organizational efficiencies through ethical leadership Here’s your sneak-peak at the course. Empower Your Leaders today! 2-Hour, Half and Full Day Sessions Customized to your Industry / Organization Contact us to learn more: Info@employeeexp.com
    2. 2. Engaged, productive and innovative teams Characteristics of Ethical Cultures Leadership modelling Values statements Organizational guideposts Ethical Cultures © EmployeeEXP Dry? Compliance? Required? Forget what you may have experienced in previous ethics courses. This course is all about individual and organization growth and performance— understanding one’s ethical self is critical to both. info@employeeexp.com
    3. 3. Guideposts Growth Gratefulness Grit Generosity 5G Ethical Leadership © EmployeeEXP The 5 G’s
    4. 4. Ethical leadership is establishing a guidepost that allows you to navigate situational obstacles Performance promotion— from “buddy” to boss Clearing Hurdles Accumulate experience & develop subject matter expertise Leadership Milestones Every leader’s journey requires skill development. © EmployeeEXP info@employeeexp.com
    5. 5. Guideposts Values Statement A code of ethics is broad, giving employees a general idea of what types of behavior and decisions are acceptable and encouraged. If you don’t know what you stand for, you’ll fall for anything. © EmployeeEXP info@employeeexp.com
    6. 6. Exercise It’s all relative. Or is it? Exploring the Grey Areas of Ethical Management Participants experience the reality that ethical decisions often do not present black or white solutions. © EmployeeEXP info@employeeexp.com
    7. 7. 01 02 03 04 05 Intelligence Emotional Intelligence Cultural Intelligence Learning— curious and seeks knowledge for growth . Consciousness – effectively manages self to elevate team performance . Adaptability— embraces the value of diverse perspectives and experiences Resilience—leading through comfort and confidence in self Fallibility—lead innovative teams by reframing failure . Actionable Levers Intellectual Humility Vulnerability 5G—Driving Ethical Leadership Integrating key leadership skills found in our Inclusion MatrixTM © EmployeeEXP info@employeeexp.com
    8. 8. Individual Change Process Family / Friends Community School Media Lack of proactively seeking information Limited access to alternative perspectives Bias origins Bias accelerators Unregulated emotions Fear of change Poised to debate vs. listen Lack of psychological safety A comprehensive and dynamic approach to bias. © EmployeeEXP info@employeeexp.com
    9. 9. Non - Stealing Non - Attachment Self-Study Our Exercises Featuring content from Awake Ethics—a digestible and relatable approach that combines ethics with yoga principles. © EmployeeEXP info@employeeexp.com
    10. 10. A B C D 04 03 02 01 Topic: Conduct a meeting about upcoming changes Idea: Date Idea: Delivery Idea: Location Idea: Audience Worries Visuals Who should be in the room Individual and Team Goals Non – Attachment Mind-Map Example Exercise Example © EmployeeEXP info@employeeexp.com
    11. 11. Non-Stealing In Action Plan Non-Stealing Tool Timeline Action Non-Stealing Toolkit: Mentoring | Experience review | Skill development | Shadowing | External learning Sample Worksheet © EmployeeEXP
    12. 12. 1. Personal Board of Directors 2. ___________________ 3. ___________________ Diversity is key: • Connector • Informational Powerhouse • • Apply learning. Engage your team. Build your network.
    13. 13. 5G Skill(s) to work on Actions taken to work on the skill(s) Notes from conversation with your manager Self - Study "Follow effective action with quiet reflection, from the quiet reflection will come even more effective action" Peter F. Drucker © EmployeeEXP info@employeeexp.com
    14. 14. © EmployeeEXP info@employeeexp.com

    Editor's Notes

  • Guidepost, Generosity, Growth, Gratefulness, Grit
  • Three constituents: Residents, Direct Reports, and Peers.
    Today we’ll explore
    1) ethics is not an abstract or scholarly construct and
    2) ethics as represented by one’s character is apparent nearly everyday
    3) being clear in one’s ethical framework enables you to better support your stakeholders and reports
  • Be here at 8:20
    Be here at 12:50

    Defining individual character and performance standards—two thoughts:
    what you do/how you act when no one is looking and
    would you want something on the front page?

    Vision Statement Improve the quality of life for all who live, work, and play in Polk County. Mission Statement The mission of Polk County Government is to serve and represent the public with integrity. (quality of being honest and having strong moral principles)

    Great place to start with first exercise…exploring the opportunities and challenges of operating with integrity
  • Room is divided into four groups
    Each group is given a portion of the Darden Moral Relativism case study – The definitions and a single example
    Each group works together to develop two statements 1) a statement that supports the action taken in the case, and 2) a case that denounces the action taken.
    After 10 minutes the groups report out their two statements—1) the rationale behind them, 2) how the scenario might show up in their department
  • As I shared, our personal set of biases are learned from just about the moment we arrived
    Because they are so ingrained, every one of us is subject to having our emotions hijacked or to act without thinking based on a biased assumption—remember the Eagles fan standing here.
    Above the line and below the line…
    Only paying attention to news stories that confirm your opinions
    Assuming that everyone else shares your opinions or beliefs
    Learning a little about a topic and then assuming you know all there is to know about it
    Unfortunately, our biases sometimes trip us up, leading to poor decisions and bad judgments.
  • Be here 9:20
    Be here 1:40

    As leaders, we have a choice as to how to communicate and engage with others.
    We have power and responsibility over their own journey as well as the journey of their team members.

    Misperceptions of ethics e.g. brought up by good people, they are naturally ethical, conduct themselves appropriately in the workplace…
    Another misperception—we gain life experience, we naturally develop ethical behavior.
    Difference between Values and ethics
    Values are qualities that are desirable, or qualities to aspire to—more subjective than ethics.
    When companies just have values, they’re skipping over ethics.
  • Be here 11:25
    Be here 4:00

    First place to start are three relatively easy action steps

    Personal BoD
    Connector
    Informational Powerhouse
    Influencer
    Mentor / Sponsor

    Start the conversation with your teams
    As a leader, apply the IM skills—share with your BOD
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