This document provides an agenda and overview for a training session on fundamentals of ethical leadership. The session will cover establishing clear expectations and guidelines to promote employee engagement, using relational leadership models that emphasize high support and pressure, and the importance of fair process in decision making. Fair process involves stakeholder engagement, clear explanations, and expectation clarity. Different prevailing ethical theories such as utilitarianism and deontology will also be discussed. The goal is for participants to learn frameworks for analyzing ethical issues and having constructive discussions. Feedback techniques emphasizing respect and future changes will be covered.

1. Fundamentals of Ethical Leadership: Make your Department “Grouse-Resistant” Ethical Leadership SeriesMetro Fire Chief Officers AssociationSession 1January 31, 2011

2. Agenda Introduction Our Real Goal: Engagement Ethical Leadership Fundamentals What’s Next?

3. ELA’s “Guidelines for Grownups” Confidentiality Expectations Engagement Respectful Candor Thoughtful Expediency Comfort and Fun

4. Empower others to improve the world

5. Among my teachers…

6. ELA’s Fire Service Paradox 1 Where can we protect more lives and property?

7. ELA’s Fire Service Paradox #2 Volunteer Public Employee Night Gig Self-Identity Team Member Individual Peer Subordinate Seeks Direction Seeks Autonomy SeeksFlexibility Work isMission-Critical Ethical Leadership can promoteengagement and performance

8. What drives employee engagement? Source: Gallup G12 Summary

9. 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 grow Gallup’s six key factors Source: Gallup G12 Summary

10. Relational Leadership Model HIGH TO WITH punitive relational authoritarian stigmatising authoritative respectful Pressure NOT FOR permissive neglectful protective easy/undemanding indifferent passive Support HIGH LOW Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000

11. How do you lead? TO WITH Relational Leaders offer high pressure, high support Pressure FOR NOT Support

12. Why think about “Fair Process?” “Process” includesanything fromgiving feedback toa single FF to setting departmental strategy We are most likely to trust and co-operate with individuals and systems - whether we win or lose - when we experience fair process. Kim & Mauborgne, Harvard Business Review, July – August 1997

13. The Three Elements of Fair Process Engagement Stakeholders invited to participate Participants have an opportunity to be heard Explanation Process and rationale are clearly explained, along with 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. FairProcess isworking WITHothers

14. 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.

15. Talking about Ethics Authority or Traditions. Conscience or gut feel. Name-calling OR Ethical frameworks Analytical thinking Constructive discussion

16. Prevailing Ethical Theories Virtue Ethics Rights-Based Theories Kantianism Utilitarianism

17. 3,000 years in 5 minutes Immanuel Kant b. 1724 John Locke b. 1632 J.S. Mill b. 1806 Aristotle b. 384 BCE Think “OMAR”: Outcomes – Motives – Agent – Rights

18. Ethical Discussion Framework Outcomes Motives Agent Rights Articulate position (or competing positions). Define disagreements or points of contention. Clarify terms and concepts Seek and clarify situation facts and objective data Analyze positions

19. Giving Feedback Past: What happened Observable events and facts First person and objective Present: Why it matters Consequences of actions. Implications Future: Required Changes, Directions Changes in actions or behaviors Reinforcement to repeat positive actions FairProcess isworking WITHothers What does “Relational Leadership” teach usabout giving feedback?

20. What’s Next? February: Deep Readiness: Virtues of EL in the Fire Svc. March: Ethical Leadership Through Change April: Mentoring, Managing, and Evaluating Performance Your goals for our time? What do you want to talkabout together? Other ideas? We have plenty of room to customize!

21. Thank you for your attention! Chad WeinsteinEthical Leaders in Action, LLC cweinstein@ethinact.com 651-646-1512 “We enable ethical leaders to achieve extraordinary results”