ETHICAL
WHY IT MATTERS
There have been situations when one unethical act by one individual has put entire organizations on a path towards collapse. Unethical behavior in exchange for favor or gain is dishonest and corrupt. Leaders that are ethical don’t have to worry about lurking consequences that could raise their head at any time because of past behavior. Because of their conviction to be ethical they are trusted. They keep their organization on firm footing instead of robbing the future for short-term gains. Leaders that are unethical in their behavior not only invite a permanent cloud of anxiety and deception to accompany them everywhere they go, but they put themselves and those they work with on a collision course with potential disaster.
WHAT IT LOOKS LIKE
Leaders that are ethical value doing what is right above the potential rewards of doing what isn’t right. They know the consequences for unethical behavior in the long run will always be greater than the perceived benefits in the short term. They are sensitive to the decisions and actions they take that others could perceive as being unethical. They know where the line of ethical behavior is drawn, and they do all they can to avoid getting too close to it. They know the most innocent actions could lead to serious consequences. They avoid the very hint of what could be perceived as illegal behavior.
Leaders that are ethical cling to a strong moral compass. They live according to their personal values above all else. They live their personal code of conduct even if it means loss of opportunity. Because the decision to be ethical is a personal one, they have the strength and determination to stay within the proper boundaries despite pressures from people inside or outside of the organization.
Leaders that are ethical are well educated about the ethical issues in their industry. They know the policies, practices, procedures, both written and unwritten, that should govern their professional behavior. When they don’t know something, they look it up. When they don’t understand something, they ask questions.
Leaders that are ethical don’t take advantage of others, even if their actions would be considered justifiable, appropriate, or even legally defensible. They know that just because they can do something, doesn’t mean they should. They avoid accepting gifts or services that could taint their judgment or ability to make the right decisions, or create potential conflicts of interest.
Leaders that are ethical are honest. They keep their word. They never break confidences. They do what they say they will do. They keep their commitments. No matter the situation they are in, they speak the truth in a straight forward way.
Leaders that are ethical have the courage to hold people accountable who blatantly cross ethical boundaries. They show zero tolerance for behavior that is in direct contrast to the values of the organization and could tarnish its image or brand. They make it widely known that unethical behavior will not be tolerated. They make ethics a point of regular training and make it safe for people to discuss.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
There have been situations when one unethical act by one individual has put entire organizations on a path towards collapse. Unethical behavior in exchange for favor or gain is dishonest and corrupt. Leaders that are ethical don’t have to worry about lurking consequences that could raise their head at any time because of past behavior. Because of their conviction to be ethical they are trusted. They keep their organization on firm footing instead of robbing the future for short-term gains. Leaders that are unethical in their behavior not only invite a permanent cloud of anxiety and deception to accompany them everywhere they go, but they put themselves and those they work with on a collision course with potential disaster.
WHAT IT LOOKS LIKE
Leaders that are ethical value doing what is right above the potential rewards of doing what isn’t right. They know the consequences for unethical behavior in the long run will always be greater than the perceived benefits in the short term. They are sensitive to the decisions and actions they take that others could perceive as being unethical. They know where the line of ethical behavior is drawn, and they do all they can to avoid getting too close to it. They know the most innocent actions could lead to serious consequences. They avoid the very hint of what could be perceived as illegal behavior.
Leaders that are ethical cling to a strong moral compass. They live according to their personal values above all else. They live their personal code of conduct even if it means loss of opportunity. Because the decision to be ethical is a personal one, they have the strength and determination to stay within the proper boundaries despite pressures from people inside or outside of the organization.
Leaders that are ethical are well educated about the ethical issues in their industry. They know the policies, practices, procedures, both written and unwritten, that should govern their professional behavior. When they don’t know something, they look it up. When they don’t understand something, they ask questions.
Leaders that are ethical don’t take advantage of others, even if their actions would be considered justifiable, appropriate, or even legally defensible. They know that just because they can do something, doesn’t mean they should. They avoid accepting gifts or services that could taint their judgment or ability to make the right decisions, or create potential conflicts of interest.
Leaders that are ethical are honest. They keep their word. They never break confidences. They do what they say they will do. They keep their commitments. No matter the situation they are in, they speak the truth in a straight forward way.
Leaders that are ethical have the courage to hold people accountable who blatantly cross ethical boundaries. They show zero tolerance for behavior that is in direct contrast to the values of the organization and could tarnish its image or brand. They make it widely known that unethical behavior will not be tolerated. They make ethics a point of regular training and make it safe for people to discuss.
BELIEFS
- There is a simple rule to help you stay ethically safe. If you are not sure whether something is right or wrong, don’t do it.
- It is more valuable to maintain your personal integrity than it is to sell it for personal gain.
- Being ethical means looking forward to the future consequences of actions instead of seeing only potential short-term gains.
- If you aren’t sure what action to take in a given situation, you can always ask for counsel and clarity from someone else.
- It is always a good idea to have a witness who can vouch for your decisions and actions when operating in the “grey” area of ethics.
- Just because you can do something doesn’t mean you should do something. Even if it looks innocent, it may not be.
- In ethics, the “golden rule” still applies. Don’t do something if you wouldn’t want someone else to do the same thing to you.
- Ethics and honesty are closely tied. You can’t be dishonest and be ethical, and you can’t be unethical and be honest.
BEST PRACTICES
- Be aware of behavior that might appear unethical.
- Ask questions when you don’t know what to do.
- Know the unwritten code of business.
- Don’t take the easy way out just because you can.
- Raise potential issues of ethical concern.
- Have the resolve to do what is right.
- Comply with industry regulations.
- Avoid bribes in return for favoritism.
- Communicate the code of conduct to others.
- Do the right thing just because it is right.
- Have the moral courage to see right from wrong.
- Act honestly whether alone or in public.
- Do what you have promised to do.
- Find witnesses for your actions.
- Keep confidential things confidential.
- Don’t favor others in hopes of personal gain.
- Hold others accountable for being unethical.
- Know the standards that govern your industry.
- Do not accept favors in return for kickbacks.
- Value your integrity over personal gain.
- Keep the confidences you are entrusted with.
- Be honest in all of your doings, with no excuse.
SELF-REFLECTION
- Do I focus on doing what is right, or do I focus on doing what will benefit me the most?
- Do I distance myself from ethical lines of behavior as far as I can, or do I get too close?
- Do I avoid even the perception of acting unethically, or do I act in ways that could make others question my integrity?
- Do I live up to my ideals and values, or do I allow others to pressure me to make decisions I shouldn’t make?
- Do I know the ethical guidelines of my industry, or have I not educated myself on what is proper and what is not?
- Do I get help when I don’t know what is right, or do I risk it and make decisions without others’ counsel?
- Do I act honestly in everything I do, or do I allow for breaches in my integrity when no one is looking?
- Do I stay above reproach at all times, or do I put myself in situations that could be a conflict of interest?
WORDS OF CAUTION
- Don’t be so fixed on the potential consequences of every move you make that you become paralyzed and unable to act.
- Don’t be so overconfident in your ability to maintain an ethical approach you let your guard down at just the wrong moment.
- Don’t be so overbearing that you create a perception of being “holier than thou” and put off those who work close to you.
PSYCHOMETRIC 360 QUESTIONS
- I am very familiar with company policies.
- I see things in shades of black and white rather than gray.
- I never take advantage of other’s weaknesses.
- I never break my own rules.
- I always follow the rules.
- I am good at keeping a secret.
- If I do something wrong, I own it.