success is more permanent when you achieve it without destroying your principles walter cronkite n.
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Success is more permanent when you achieve it without destroying your principles.  ~Walter Cronkite. Ethical Leadership Knowing your core values and having the courage to live them in all parts of your life in service of the common good. A Personal Journey.

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success is more permanent when you achieve it without destroying your principles walter cronkite
Success is more permanent when you achieve it without destroying your principles.  ~Walter Cronkite

Ethical Leadership

Knowing your core values and having the courage to live them in all parts of your life in service of the common good.

a personal journey
A Personal Journey
  • Will you be the same person at work? At home? In the community?
  • Will you have the courage to live out your values when there is pressure to compromise or rationalize?
  • How do your values contribute to the common good?
core values assessment
Core Values Assessment
  • Having the courage to stand up for what you believe in is the trait of an ethical leader.
  • Appreciate the diversity within your group.
  • What can you do to make your core values a part of your daily life?
  • Striving to integrate your values with your actions is another trait of ethical leadership.
  • It is about persistence, not perfection.
leadership for what purpose
“Leadership for what purpose?”
  • Values. Ethical leadership begins with an understanding of and commitment to our individual core values.
  • Vision. Vision is the ability to frame our actions – particularly in service to others – within a real picture of what ought to be.
  • Voice. Claiming our voice is the process of articulating our vision to others in an authentic and convincing way that animates and motivates them to action.
  • Virtue. Understanding that we become what we practice, we foster virtue by practicing virtuous behavior – striving to do what is right and good.
ethical leaders
Ethical Leaders…
  • Tell and live the story.
  • Focus on organizational success rather than on personal ego.
  • Recognize that value is in the success of people in the organization.
  • Find the best people and develop them.
  • In organizations that have a live conversation about ethics and values, people hold each other responsible and accountable about whether they are really living the values; they expect the leaders of the organization to do the same.
ethical leaders1
Ethical Leaders…
  • Create mechanisms of dissent.
  • Take a charitable understanding of others’ values.
  • Understand why different people make different choices, but still have a strong grasp on what they would do and why.
  • Make tough calls while being imaginative.
  • The ethical leader consistently unites “doing the right thing” and “doing the right thing for business”.
ethical leaders ask themselves
Ethical Leaders ask Themselves
  • What are my most important values and principles?
  • Does my calendar—how I spend my time and attention—reflect these values?
  • What would my subordinates and peers say my values are?
  • What mechanisms and processes have I designed to be sure that the people who work for me can push back against my authority?
  • What could this organization do or ask me to do that would cause me to resign for ethical reasons?
  • What do I want to accomplish with my leadership?
  • What do I want people to say about my leadership when I am gone?
principles for ethical decision making
Principles for Ethical Decision Making
  • Step back from every decision before you make it and look at it objectively. Aim for objectivity and fairness - not for personal power, 'winning', strategic plotting, high drama.
  • Strive for fairness.
  • Learn from history and previous situations. Reviewing how previous situations were handled reduces the risks of making mistakes.
  • Get the facts from all possible perspectives.
principles for ethical decision making1
Principles for Ethical Decision Making
  • Understand the long-term consequences. Model the 'what if' scenarios.
  • Consult widely - especially with critical people, and especially beyond your close circle of (normally) biased and friendly advisors, colleagues, friends.
  • Resist the delusion and arrogance that power and authority tends to foster.
  • Aim for solutions and harmony, objectivity and detachment.
  • Facilitate rather than influence.