Ethical Leadership Ambassadors Training

ETHICAL LEADERSHIP
AMBASSADOR TRAININGTM
www.ethical-leaders.com
Youssef Gaboune B.Eng., M.Sc.
Founder, Ethical Leaders
y.gaboune@gmail.com

Program
Indications
Ethical Leadership Challenges (30mins)
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)
BREAK (15 mins)
4.2 Experience exchange (20mins)
Practice (20mins)
Lessons learned (15mins)

The Project’s Story
L.K. TREVINO, PhD
H. MINTZBERG,PhD

Why is Ethical Leadership relevant now?
ETHICAL
LEADERS
MOST
WANTED
In times of
CRISIS

Why is Ethical Leadership relevant now?
VIDEO
University of Notre-Dame’s
Ethical Leadership Program
www.youtube.com/watch?v=OK8Pw4dzbio

UNETHICAL BEHAVIOR
HARMS SALES
In 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%
Costs
employers
of every dollar earned

Disloyalty reduces organizational
performance by 25-50%

FUNDAMENTAL QUESTIONS
ETHICAL LEADERS
HOW CAN WE
1- IDENTIFY
2- GROW
?

How to identify Ethical Leaders?
WATCH THEM IN
TURBULENT TIMES

The Target Audience
WHO
is this training aimed at
?
ETHICAL LEADERSHIP AMBASSADOR TRAININGTM

The Target Audience
PRE-REQUISITES
MOTIVES
CHARACTER
FORMATION
INFLUENCE
Mendonca & Kanungo, 2006 STRATEGIES

The Training’s Objectives
Ethical Leadership Ambassadors
should be able to better:
1- DIAGNOSE ethically challenging situations
2- ROLE MODEL ethical leadership behaviors
3- PROMOTE ethical leadership

GLOBAL
ORGANIZATION
TEAM
4
3
2
1 SELF
START

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

DEFINITIONS
WHAT IS
ETHICAL
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 ?

1,5
MILLION PEOPLE
SURVEYED
DEFINITIONS

DEFINITIONS
QUALITIES
People Look for in leaders

QUALITIES
1 HONEST
2 FORWARD-LOOKING
3 INSPIRING
4 COMPETENT
5 INTELLIGENT
DEFINITIONS

DEFINITIONS
Worldwide Survey
5
Most widely shared
ethical principles

DEFINITIONS
5 UNIVERSAL PRINCIPLES
1- Honesty
2- Respect
3- Responsibility
4- Fairness
5- Compassion

DEFINITIONS
ETHICAL LEADERSHIP:
To lead with the 5
universal
principles with
all stakeholders

DEFINITIONS
Common Grounds & Specs
COMPARISON
CRITERIA
SOURCE OF
KNOWLEDGE
HIGHEST GOOD
MOTIVE
SANCTION
SECULAR
BASED
ETHICS
FAITH
BASED
ETHICS

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

DEFINITIONS
ASSESSMENT 1: Do your followers perceive you as an ethical leader?
Scoring Interpretation
The 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: ______

DEFINITIONS
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.

BEHAVIORS
Training Goals
What essential behaviors must
ethical leaders master?

GLOBAL SURVEY
1 121
Executives
& Managers
BEHAVIORS

What are the
BEHAVIORS
TOP 3 Processes
for ensuring an
Ethical Business Culture?

What are
BEHAVIORS
The TOP 3 Processes
for ensuring an
1- Leaders support & model ethical
behavior
2- Leaders communicate consistently
3- Ethics are integrated into the fabric of the
organization

BEHAVIORS
What are the
Top 5
Most important
Ethical Leadership
Behaviors ?

Top 5
Most important
BEHAVIORS
ethical leadership behaviors

What are
BEHAVIORS
The TOP 3 Processes
that ensure an
1- Keep Promises
2- Encourage Open Communication &
Ensure No Retaliation
3- Keep employees informed

BEHAVIORS
Ethical Leaders’
4
BEHAVIORS

Be
BEHAVIORS
TRUTHFUL & TRUSTWORTHY
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
ENCOURAGE ethical behavior and
DISCOURAGE unethical behavior
1
2
3
4

BEHAVIORS / Be Truthful & Trustworthy
ASSESSMENT 2
Promise Keeping
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?
http://www.leadershipmasterymap.com/keep-their-promises.htm
Yes/No

Why do
leaders
(or anyone)
lie ?

1
To boost appeal and
likeability

2
To avoid negative
consequences

3
To gain an advantage

4
To cover up lies

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?

BEHAVIORS / Moral Courage
VIDEO 1
MORAL COURAGE
Erdogan at Davos
http://youtu.be/OrbQsHkVQ_4

ASSESSMENT 4
Fostering Candor
5- BEHAVIOR
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?
Yes/No

Be
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
5- BEHAVIOR
1
2
3
4

BEHAVIORS / Encourage ethical behavior
VIDEO 2
Discipline
No Gossip Zone
http://youtu.be/OrbQsHkVQ_4

Be
Act with
MORAL COURAGE
Foster
OPEN COMMUNICATION
BEHAVIORS
1
2
3
4

Gaboune- Al Suwaidan PRESSURES
DRIVERS
(GAS)
ModelTM
(2011)
BEHAVIOR
EMOTION
COGNITION
S
T
R
E
N
G
T
H
W
E
A
K
N
E
S
S

BEHAVIORS / Foster Open Communication
WHATis
an Open Consulting Circle?
?

90 minute
Structured Discussions

WHY
Open Consulting Circles?

To resolve ethical issues
in a safe environment

Safe environment :
Practice voicing your values
without fear of retaliation

HOWcan you facilitate
an 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)

5 STEPS
(90 mins)
1- IDENTIFY (10 mins)
2- DIAGNOSE (25 mins)
3- SHARE (20 mins)
4- PRACTICE (20 mins)
5- SYNTHESIZE (15 mins)

How can we categorize
ethical leadership
challenges
?

CHALLENGES
in leading a team project
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
CRISIS
Performance
Review
IMPACT ON STAKEHOLDERS

Example : How do you stand public
criticism?

5 STEPS
3- SHARE (20 mins)

What would
drive you to
deal ethically
with this sharp
criticism?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
1- DRIVERS

What are the
Top 3 Drivers
To run a business
ethically
?
1- DRIVERS

Top 3 Drivers
To lead ethically
1- DRIVERS

Top 3 Drivers
To lead ethically
1- DRIVERS
1- Protection of brand and reputation
2-The right thing to do
3- Customer trust and loyalty

PRESSURES
TO ACT UNETHICALLY
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Suwaidan-Gaboune ModelTM
(2011)
2- PRESSURES

What pressures
do you think
could push you
to react
unethically?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2- PRESSURES

What are the
Top 3 Pressures
To act unethically
?
2- PRESSURES

Top 3 Pressures
To act unethically
Survey conducted by the Human Resource Institute (HRI) in 2006, and
commissioned by American Management Association (AMA)
2- PRESSURES

2- PRESSURES
Top Pressures
To act unethically

2 TYPES OF DILEMMAS
VS
RIGHT WRONG
VS
RIGHT RIGHT
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2- PRESSURES

DILEMMAS
VS
RIGHT WRONG
Pressure of TEMPTATION
Pressure of RETALIATION
PRESSURES
BEHAVIOR
EMOTION
COGNITION
Pressure of MANIPULATION DRIVERS
Suwaidan-Gaboune Model
(2011)
2- PRESSURES / Right vs Wrong dilemmas

2- PRESSURES / Right vs Wrong dilemmas / Temptation
VS
RIGHT WRONG
Pressures of temptation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
3
major situational factors
amplify temptations to act unethically
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.

SITUATIONAL
FACTORS

VIDEO 2
Unethical Qualification to Soccer World Cup
www.youtube.com/watch?v=jxw1-Id91lQ

VS
RIGHT WRONG
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
1
Closeness to goal
increases the temptation to commit the
unethical act

CLOSE TO GOAL

VS
RIGHT WRONG
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2
High Stakes
the bigger the gain expected from the
unethical behavior, the bigger the temptation
to commit it

HIGH
STAKES

VS
RIGHT WRONG
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
3
Low Risk of Punishment
little risk of being exposed or punished for misbehaviour

NO PUNISHMENT

2- PRESSURES / Right vs Wrong dilemmas / Retaliation
VS
RIGHT WRONG
Pressures of RETALIATION
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
LATEST
US SURVEY
ON BUSINESS
ETHICS
2009-2010

2- PRESSURES / Right vs Wrong dilemmas / Manipulation
Other employees gave you a cold shoulder
Your 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
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA

2- PRESSURES / Right vs Wrong dilemmas / Manipulation
VS
RIGHT WRONG
Pressures of Manipulation
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
Manipulators exploit the following vulnerabilities (buttons)
in victims:
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 )
Braiker, Harriet B. (2004). Who’s Pulling Your Strings ? How
to Break The Cycle of Manipulation, McGraw-Hill
(2011)
ASSESSMENT 5

DILEMMAS
VS
RIGHT RIGHT
Truth or Loyalty?
Short-term or Long-term?
Individual or Community?
Justice or Mercy?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2- PRESSURES / Right vs Right/ Dilemmas

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2- COGNITION
What thinking
processes
are at play?

Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
3- COGNITION

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
2- COGNITION
The ultimate
vaccin
against
extremisms

23- COGNITION / Problematic Beliefs
PROBLEMATIC
BELIEFS
Problematic beliefs can disrupt ethical
reasoning and ethical action

23- COGNITION / Problematic Beliefs
5 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
INSTEAD
I want to be loved
and approved of by
God
3- COGNITION

3- COGNITION

MOST POPULAR PROBLEMATIC BELIEFS
Would you confront
an unethical act you
witness, or just
ignore it?
3- COGNITION

INSTEAD
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

INSTEAD
Judge actions
not people.
3- COGNITION

People are either
GOOD OR BAD
3- COGNITION

INSTEAD
Recognize good
actions and condemn
bad actions
3- COGNITION

SELF / 5 STAR PERSONAL MASTERY MODEL / BELIEFS
I HAVE TO BE PERFECT
MISTAKES = INCOMPETENCE
3- COGNITION

Would you lie to cover
up a mistake?
3- COGNITION

INSTEAD
Mistakes are learning
opportunities
3- COGNITION

Care-Behavior Matrix
What I believe about others
They care
about me
They do not
care about me
http://www.changingminds.org/explanations/behaviors/care-behavior_matrix.htm
What I
believe
about
myself
I should care
for others
I do not care
for others
Collaborator Nurturer
User Independent
3- COGNITION

PURPOSE
3- COGNITION
Meaning given to our life that
defines our higher goals

(personal, family, work, community…)
3- COGNITION

PURPOSE
USE THE 5 WHYs
TO DISCOVER THE ROOTED REASON
BEHIND YOUR DECISIONS
3- COGNITION

3- COGNITION
EXAMPLES OF PURPOSES
TO PLEASE GOD TO PLEASE PEOPLE
TO PLEASE YOURSELF

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
3- COGNITION / Critical Thinking
THINKING
PROCESS

VIDEO 3
CRITICAL THINKING
Don’t juge too quickly
http://www.youtube.com/watch?v=v_PKUkWM9zI

GENERATES
P PURPOSE
U
R
P
O
S
E
(GOAL, OBJECTIVE)
ALL THINKING

RAISES
QUESTIONS
(PROBLEM, ISSUE…)
ALL THINKING

USES INFORMATION
(DATA, OBSERVATIONS…)
ALL THINKING

MAKES
P
U
R
P
O
S
E
INFERENCES
(INTERPRETATIONS THAT
GIVE MEANING TO
OBSERVATIONS)
ALL THINKING

SELF / 5 STAR PERSONAL MASTERY MODEL / THINKING
UTILIZES
P
U
R
P
O
S
E
CONCEPTS
(THEORIES, LAWS,
MODELS… )
ALL THINKING

MAKES
P
U
R
P
O
S
E
ASSUMPTIONS
(PRESUPPOSITIONS,
TAKING THINGS FOR
GRANTED)
ALL THINKING

GENERATES
P
U
R
P
O
S
E
IMPLICATIONS
(CONSEQUENCES)
ALL THINKING

EMBODIES A
P
U
R
P
O
S
E
VIEWPOINT
(PERSPECTIVE, FRAME OF
REFERENCE)
ALL THINKING

3- COGNITION
No choice ? (3rd alternative)
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
/ No Choice (3rd Alternative)

No choice ? (3rd alternative)
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
3- COGNITION / No Choice (3rd Alternative)

3- COGNITION
Problematic beliefs?
Self-centered purpose?
Lack of critical thinking?
No choice? (3rd alternative)
Rationalization?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)

3- COGNITION / Rationalization
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

EX: RATIONALIZING CHEATING

12 Most Popular
RATIONALIZATIONS
It’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 worse
It’s not my job
I’m not hurting anybody
It’s too important; it’s necessary
It’s not important
The end justifies the means
I’m only human (I’m not perfect / I’m basically honest / I hardly ever lie / Just this once)
It’s a stupid rule
Ethics is a luxury I can’t afford right now
1
2
3
4
5
6
7
8
9
10
11
12
http://josephsoninstitute.org/business/blog/2010/12/the-dirty-dozen-twelve-common-rationalizations-and-excuses-to-avoid/

Do you rationalize?
Test yourself:

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

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

3- COGNITION
/ Rationalization
RATIONALIZATION
Ethical leaders are:
1- AWARE
of their rationalizations
2- DECONSTRUCT
and respond to others’
rationalizations

What
emotions
are at play?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4- EMOTION

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4- EMOTION
DESIRE?
BENEFIT

MONEY!
Just for Laugh Money Temptation
www.youtube.com/watch?v=0I6lk47QnGQ
4- EMOTION
VIDEO 5

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4- EMOTION
FEAR?
THREAT

FEAR REACTION #1
FLEE!
Just For Laugh: Fear’s fleeing reaction
www.youtube.com/watch?v=zzzCtQy1jFg
4- EMOTION
VIDEO 6

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4- EMOTION
ANGER?
INJUSTICE
(humiliation)

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
WEAKNESS STRENGTH
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
4- EMOTION

What
behaviors
are at play?
PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
(2011)
5- BEHAVIOR

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
1- Be truthful and trustworthy
WEAKNESS STRENGTH
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
5- BEHAVIOR

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
2-Act with moral courage
WEAKNESS STRENGTH
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.
5- BEHAVIOR

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
3-Foster Open Communication
WEAKNESS STRENGTH
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
5- BEHAVIOR

PRESSURES
BEHAVIOR
EMOTION
COGNITION
DRIVERS
4-Encourage ethical behavior and
discourage unethical behavior
WEAKNESS STRENGTH
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.
5- BEHAVIOR

5 STEPS
3- SHARE (20 mins)

PRACTICE
Tough conversations
1- Demo role play
2- One 2 One + Feedforward

GROUP ACTIVITY
List the top 3 ethical leadership challenges
that make or break trust / commitment in
each of the 4 steps
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
(CRISIS)
Performance
Review

GROUP ACTIVITY
1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
(CRISIS)
ACHIEVEM
ENT
Task dispatching
Goal-setting
Ressource-allocation
Mistakes
Bad behavior
Demotivation
Feedback
Recognition
Casting
Engagement

1 2 3 4
TEAM
BUILDING
TASK
DELEGATION
FOLLOW-UP
CRISIS
ACHIEVEM
ENT
Task dispatching
Goal-setting
Ressource allocation
Mistakes
Bad behavior
Demotivation
Feedback
Recognition
Casting
Engagement
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
ORGANIZATION
TEAM
4
3
2
1 SELF

GLOBAL
ORGANIZATION
TEAM
SELF

TEAM/
HOW TO BUILD
ETHICAL TEAMS ?

TEAM/
To enable leaders to :
TO CREATE AND MAINTAIN AN
ETHICAL TEAM CLIMATE
GOAL

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

TEAM/
CONTENT
1- Why Ethical Teams?
2- Team Trust Assessment
3-3Team dysfunctions
3.1 Cognitive
3.2 Emotional
3.3 Behavioral
4- Steps to build ethical teams

TEAM / WHY ETHICAL TEAMS ?
Teams have the
potential to make
better choices than
individuals

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.216
Rothwell J.D., (1998) In mixed company: Small group communication (3rd ed.) Fort Worth, TX: Harcourt Brace, p.2.

Variety of perspectives
Challenge questionable assumptions
More carefully reasoned and
defensible decisions

Why Do Leaders
FAIL
to Practice Shura/Consulting?

4
MAIN REASONS

SHURA FAILURE
1/3
Leaders don’t know how to
conduct it successfully
Contradicting opinions +
Emotional reactions + External Pressures

SHURA FAILURE
2/3
Leaders’ Overconfidence
‘‘I know/care more than others’’

SHURA FAILURE
3/3
Leaders Believe It is
Not necessary
‘‘ What’s the value of it?’’

TEAM / TEAM TRUST ASSESSMENT
TEAM TRUST
ASSESSMENT

TEAM / ASSESSMENT 6
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 / TEAM TRUST ASSESSMENT
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 / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
INFLUENCE
ETHICAL DECISION
MAKING
Coughlan, 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.

TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
432, 2004.

TEAM / ETHICAL DECISION MAKING / 3 DYSFUNCTIONS /COGNITIVE
COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION
(Comments and strategies to overcome each dysfunction in the notes section)

STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE
VIDEO
GroupThink (pressure to conform to the group)
Funny hidden camera
http://www.youtube.com/watch?v=TS7P-eo-COo

TEAM / ETHICAL DECISION MAKING / 3 FACTORS /COGNITIVE
GROUPTHINK
Putting unanimous agreement
ahead of
reasoned problem solving
Social psychologist Irving Janis

GROUPTHINK
High Risk of
Ineffective + Unethical
Decisions
Janis I. Groupthink: The problems of conformity

Groupthink
3 Symptoms
A) Overconfidence
B) Close-Mindedness
C) Group pressure

STEELAFM / /W HEYT HPEICRASLO DNEACLI SMIOANST MERAYK I?N /G T /E M3 DPTYASTFIUONNCST IONS /COGNITIVE
VIDEO
Asch Experiment
http://www.youtube.com/watch?v=iRh5qy09nNw

COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION

FALSE AGREEMENT
(Abylene Paradox)
Doing something that
no team member wants to do
because of a breakdown of
intra-group communication

COGNITIVE
GROUPTHINK
FALSE AGREEMENT
POLARIZATION

POLARIZATION
Framing differences as
disagreements
One side (‘’The Good’’) must win out over all other sides (‘’The Bad’’).

TEAM /ETHICAL DECISION MAKING / 3 FACTORS / EMOTIONAL
CHALLENGE
Imagine facing one of the 3 team cognitive dysfunctions
(groupthink, false agreement, polarization). How would you
diagnose and overcome these dysfunctions.

TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / EMOTIONAL
Emotional Intelligence
in Teams
include
Individual
Emotional
Intelligence
Team
Social
Interactions
+
Rapisarda, 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)
SKILLS
for developping
emotional intelligence
in teams

1/ 7
Developping a Team Identity
(Common purpose)

2/ 7
Creating and Harnessing
Motivation
(Drive that enable teams to achieve)

3/ 7
Emotional Awareness
(Ability to read one another and respond to how others
feel)

4/ 7
Communication
(Ability to listen and talk effectively to one another)

5/ 7
Stress tolerance
(Building strong relationships to overcome challenges)

6/ 7
Conflict resolution
(Developping capabilities to address the inevitable team
conflicts)

7/ 7
Positive Mood
(Cultivating optimism that encourages a can-do attitude,
curiosity and hopefulness)

CHALLENGE
How would you re-motivate a
demotivated constituent?

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

CHALLENGE
Share a situation where you
succeeded to voice your ethical
concerns despite pressures
What made the situation difficult (stakes)?
What were the justifications expressed (rationalizations)?
What gave you the strength and motivation to act?

TEAM / ETHICAL DECISION MAKING / 3 FACTORS
FACTORS
COGNITIVE
EMOTIONAL
BEHAVIORAL
432, 2004.

TEAM /ETHICAL DECISION MAKING / 3 DYSFUNCTIONS / BEHAVIORAL
UNETHICAL
BEHAVIORS
IN TEAMS
Sourcebooks, 2nd edition, 2009

4TYPES
1 2
3 4

SCREAMING MIMI

SCREAMING MIMI
SCREAMING MIMI / TACTICS
Yells,
screams,
curses

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

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

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

4
TYPES
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

TEAM /ETHICAL DECISION MAKING / 3 FACTORS / BEHAVIORAL
CONSTANT CRITIC
Constant
haranguing
about the
Target’s
‘’incompetence’’

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
CONSTANT CRITIC / HANDLING
SYSTEM
HUMOUR !
‘‘Thank God! My life
would not be
incomplete without
your criticism’’

CONSTANT CRITIC
CONSTANT CRITIC / HANDLING
SYSTEM
GET A 2nd OPINION
From someone you
trust about your work
and her criticism

4
TYPES
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

SYSTEM
Don’t wait too
long to bring
up the
problem

SYSTEM
Resist
lowering
yourself into a
nasty street
fight.

SYSTEM
Strongly and
respectfully express
what you consider
unacceptable
behaviour

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

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

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

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

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

TEAM / BUILDING STEPS
STEPS
TO
BUILD ETHICAL TEAMS

1/ 5
RECRUIT
Ethical Team Members

2/ 5
AGREE
on ways to deal with conflicts

3/ 5
CONSULT
team members openly and
honestly

4/ 5
REWARD
(and Discipline)
(un)ethical behaviors

5/ 5
SURVEY
perceptions of honesty and
fairness among team members

TEAM / CHALLENGES
CHALLENGE
How would you communicate ethical
standards to your new team?

ORGANIZATION / CHALLENGE
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?)

ORGANIZATION /
HOW TO BUILD
ETHICAL
ORGANIZATIONS
?

ORGANIZATION /
GOALS
-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.

ORGANIZATION /
OUTLINE
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

ORGANIZATION / ASSESSMENT
ASSESSMENT 7
ORGANIZATIONAL ETHICAL
LEADERSHIP ASSESSMENT
KIENAN INSTITUTE SURVEY
CLICK ON THE LINK BELOW TO TAKE
THE ASSESSMENT :
http://kenan.ethics.duke.edu/measureup/

JAY GALBRAITH
ORGANIZATION / DESIGN CHECKPOINTS
Dr. 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)

GALBRAITH’S MODEL FOR ORGANIZATIONAL DESIGN

GALBRAITH’S MODEL MODIFIED
ETHICAL
LEADERS
ETHICAL
ETHICAL
ETHICAL
ETHICAL ETHICAL

DOES YOUR ORGANIZATION HAVE…
ETHICAL
LEADERS
ETHICAL
ETHICAL
ETHICAL
?
ETHICAL ETHICAL
?
? ?
?
?

ORGANIZATION / ETHICAL CULTURE
HOW TOASSESS
the strength of an organization’s
ETHICAL CULTURE ?

LATEST
US SURVEY
ON BUSINESS
ETHICS
2009-2010

ETHICAL
CULTURES’
COMPONENTS

1/ 4
ETHICAL LEADERHIP
(‘TONE AT THE TOP’)

2 / 4
SUPERVISOR
REINFORCEMENT
(How supervisors walk the top leadership’s talk)

3 / 4
PEER COMMITMENT
(Finding support in ‘doing the right thing’
among coworkers)

4 / 4
EMBEDDED ETHICAL
VALUES
(‘How we do things around here’ in daily
activities)

ETHICAL LEADERHIP
+++ =
SUPERVISOR REINFORCEMENT
PEER COMMITMENT
EMBEDDED ETHICAL VALUES
ETHICAL CULTURE

STUDY MEASURES
EMPLOYEES’ PERCEPTION OF
Open and Honest Communication
Positive Ethical Role Modeling
Accountability

USING 2
INDICES
1- TOP MANAGEMENT CULTURE
INDEX
2- SUPERVISOR CULTURE
INDEX

The strongest correlations between employee engagement
and ethical culture involve the Top Management Culture and
Supervisor Culture Indices
Source: 2009 National Business Ethics Survey, Ethics Resource Center, USA

ORGANIZATION / BUILDING STEPS
STEPS TO BUILD ETHICAL
ORGANIZATIONS

/6
Hire/Appoint
ethical leaders
(Fire unethical leaders, even if they are performant)

/6
A Strategic Plan’s
Objective

/6
Set up ethical processes

/6
Ethical talent management and
leadership development programs

/6
A culture of rewarding the ethical employees
and firing the unethical ones

/6
Independant surveys to assess trust and
ethics levels among employees / customers

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?
__
__
__
__
__
__
__
__

GLOBAL / MEDIA
VIDEO
ETHICAL LEADERSHIP IS COOL
(Viral Video)
http://www.youtube.com/watch?v=uUIlF9TEg2E

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