What is Integrity? Beyond “I’ll Know It When I See It”

20140821_143302By Linda Fisher Thornton

During the recent 2014 NeuroLeadership Summit, Jamil Zaki (an Assistant Professor of Psychology at Stanford) talked about an interesting experiment the Stanford Neuroscience Lab did. The team took a large number of Fortune 100 statements of company values and generated a word cloud from them to see which word would appear most often. Which word was it? Integrity was the most frequently used word. This experiment reveals a general agreement that integrity is important, but what exactly does it mean? People may understand it in very different ways.

The word integrity evolved from the Latin adjective integer, meaning whole or complete.[3] In this context, integrity is the inner sense of “wholeness” deriving from qualities such as honesty and consistency of character. As such, one may judge that others “have integrity” to the extent that they act according to the values, beliefs and principles they claim to hold.

Wikipedia, Definition of Integrity

Following this definition, integrity is the alignment of our thoughts, actions and words with our personal values.  The tricky thing about integrity in organizations is that integrity is partly internal (what we think) and partly external (what we say and do).

When we demonstrate integrity, what we think, say and do are all aligned. But aligned with what?

I think that something that many organizations include in the concept of “integrity” is good moral character. People with good character would be morally aware and ethically competent. This leads me to ask some important questions:

Do your leaders know which values you want them to act on when they “Use the highest integrity in all that they do?”

Do they know what those values look like?

Do they know how to honor them while balancing the needs of multiple stakeholders?

Without clarity about the ethical values we should honor in our work, integrity is individually interpreted, based on the personal values of each leader. To help them lead ethically at a high level, though, we need to answer a deeper question  – “Which ethical values should we uphold in what we think, say and do?”

Are your leaders crystal clear about which ethical values are most important to your organization?

If your leaders are all perfectly clear about which high level ethical values to uphold and how to demonstrate them, you are probably incorporating complexity into your leadership development. You are also probably providing leaders with the level of detail about ethical values that they need to navigate through information overload, constant change and demands from multiple stakeholders. If not, you may be rolling the dice by taking an “I’ll know it when I see it” approach to ethics.

Follow the Leading in Context Blog for weekly posts that help you Unleash the Positive Power of Ethical Leadership™

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For more, see 7 Lenses  and the related 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

Focusing on Profits? Watch Out For the “Blinder” Effect

By Linda Fisher Thornton

We need money to exchange goods and services, pay bills and grow our businesses. So what’s the problem with it? The problem is that profitability cannot become our defining business goal, and it cannot replace values as the central beacon of our decision-making.

Money has no inherent moral grounding. 

Since it has no inherent moral grounding, we can’t ever let money be the deciding factor in our decision-making. We have to balance the quest for dollars with strong ethical values.  It is this moral grounding that ensures that we will consider how our decisions benefit or harm others. Making profitability a singular goal leaves an organization stuck in self-serving mode.

In self-serving mode, anything that brings in dollars looks good.

A focus on money alone causes leaders to plod on, as if wearing blinders, ignoring unintended consequences and harm.

We can’t put money where morality should be.

Have you ever lived in a house constructed by a builder who saved fifty cents by using a cheaper part, and that “savings” interfered with your enjoyment of your home or cost you major repair problems? How do you feel about food companies that choose the cheapest ingredients without regard to the health impact of the products they sell? The self-serving pursuit of profit doesn’t work in today’s world. People expect much more.

Ethical leaders care for constituents (not just profits). 

Money lacks inherent meaning and ethical values. It is just a token of exchange. It is our responsibility to add the ethical values.

 

Follow the Leading in Context Blog for weekly posts that help you Unleash the Positive Power of Ethical Leadership™

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For more, see 7 Lenses  and the related 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

7 Definitions of “Good” (Why We Disagree About Ethics)

20140828_072156

By Linda Fisher Thornton

Why is it so difficult to agree on the right thing to do? One of the reasons we may not agree is that each of us may be using a different definition of what is “good.” Here are 7 different interpretations of what is ethically good, based on the framework in 7 Lenses: Learning the Principles and Practices of Ethical Leadership (2013). Which ones are you using in your leadership?

© 2013 Leading in Context LLC

© 2013 Leading in Context LLC

1 – Profit

Using the Profit Lens, we see what is “Good” in a money sense. Good means what is good for economic growth, good for income growth, and good for organizational growth.

2 – Law

Using the Law Lens, we see what is “Good” in a legal sense. Good means following all laws and regulations.

3 – Character

Using the Character Lens, we see what is “Good” in a morally grounded sense. Good means demonstrating character and integrity, and showing a high degree of moral awareness.

4 – People

Using the People Lens, we see what is “Good” for people’s well-being. Good means supporting people’s success and bringing out their best.

5 – Communities

Using the Communities Lens, we see what is “Good” for the health and well-being of communities. Good is what supports thriving families and provides needed community services.

6 – Planet

Using the Planet Lens, we see what is “Good” for the planet and nature. Good means protecting plants, wildlife and natural lands, and treating the planet and ecosystems that we depend on for our lives with care.

7 – Greater Good

Using the Greater Good Lens, we see what is “Good” in the broadest sense, at the highest level, for the longest-term. Good is what creates a peaceful, global society where people can thrive.

Which of these 7 Lenses do you use in your daily leadership? Hint: They’re all important for intentional ethical leadership.

 

Follow the Leading in Context Blog for weekly posts that help Unleash the Positive Power of Ethical Leadership™ 

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For more, see 7 Lenses (foreword by Stephen M. R. Covey). This practical guide to the future of ethical leadership takes us well beyond the triple bottom line to 7 different perspectives on ethical leadership, and provides 14 Guiding Principles that help us honor them all in daily leadership.

21 Question Assessment Based on the 7 Lenses™ Framework: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Full Accountability For Ethics: The New Normal

By Linda Fisher Thornton

Recently, I blogged about trends in ethical leadership, sharing 10 forces that are fueling a movement toward higher expectations for values-based leadership. Today I want to explore how those trends help explain what we are seeing in ethics events in the news.  Recent headlines have described more severe sanctions than people have seen in the past, in response to ethical problems in sports, politics, business and beyond. Some people may have wondered, “Why are people now being convicted for doing the same things that others before them have done?”

HFull-accountability-forolding people accountable for ethical problems that were previously overlooked may appear on the surface to be inconsistent and unfair. But when you take a closer look at the trends, you will discover an important reason why people are more frequently being held fully accountable. It is because ethical expectations are increasing and expanding.

What does all of this mean? While everyone is still catching up with increased regulation and recent changes in ethics expectations: 

There will continue to be a predictable increase in the enforcement of ethics standards across industries. 

It is definitely time to move out of a “what worked before will work again” mindset and into a mindset of full accountability and increasing expectations.

Mindset of the Outdated Leader: “What Worked Before Will Work Again”

  • You scratch my back, I’ll scratch yours.  We’ll both be better off.
  • This is the way we’ve always done it and we’ve never been cited for it.
  • We go over the ethics codes once a year. That’s enough. 

Mindset of the Ethical Leader: “Full Accountability and Increasing Expectations” 

  • Everyone is fully accountable for ethics, and favors are not “ethics-free.”
  • Ethical violations that may have been overlooked in the past are being enforced vigorously now. 
  • Dealing with increasing expectations for ethics now requires intentional effort, ongoing learning and frequent conversation.

You will be hearing more about this trend toward full accountability for ethics. It’s not just a phase. It is becoming the new normal.

Follow the Leading in Context Blog for weekly posts that help you Unleash the Positive Power of Ethical Leadership™ 

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For more, see the new guide book to ethical leadership future called 7 Lenses and the related 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Using Negative Examples to Teach Ethics? Why It’s Not Enough.

20140707_200217By Linda Fisher Thornton

How many times have we tried to teach people about ethics by explaining every detail of what it doesn’t look like? We describe laws and regulations and ethics guidelines in great detail, then ask attendees if there are any questions. After learning in great detail how to stay out of trouble, the thought on their minds may just be “Okay, now I know what NOT to do.”

We can’t teach ethics by giving people negative examples.

Just as we don’t learn how to drive a car by only hearing about accidents, we don’t learn ethical behavior by hearing about the times someone didn’t use it. It should be obvious to us, but the lure of focusing on complying on laws and regulations is strong. Those laws and regulations, though, are only designed to prevent the “what not to do” examples we hear about in the news. So “teaching” them is only teaching people how to avoid punishment.

The trap in teaching people how to avoid punishment is that it doesn’t build an ethical culture. An organization can have everyone comply with laws and regulations, and still be unethical. Why? Because ethics is about leading with positive values, not just preventing ethical failures. If we focus people’s attention primarily on the shadow side of ethics (unethical choices) we are missing the point entirely.

Ethics is about leading with positive values, not just preventing ethical failures.

Values Build Ethical Cultures

Positive values like respect, care, transparency, sustainability and service help build ethical cultures. Teaching people what they look like, and how to work together using them helps build trust and improve ethics.

“In an ideal workplace, structures and relationships will work together around core values that transcend self-interest.”

Shaping an Ethical Workplace Culture, SHRM Foundation

We need to keep the focus on what we want people to do, not just what we don’t want them to do. We need to clear up ethical grey areas with positive values.

Take a moment to think about how often you talk about compliance and how often you talk about values. Be sure you talk about positive values at least as often as you talk about compliance. Values represent a higher level of ethics than laws do, so ask for the level of ethics you want.

 

522For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Ethics Isn’t “Out There”: It’s Us And Our Choices

20140323_172700By Linda Fisher Thornton

Much attention is paid to the tactics of ethics – the ethics codes, compliance plans and such. We can easily begin to think that ethics is something we can see and touch. Something finite. Something written in stone. Something outside of ourselves.

But that’s not where ethics lives.

Our ethics doesn’t live in the codes and manuals. Ethics is in the big and small things we do each day. It’s in the time we take to teach employees about ethics and values, and the care we take to model ethical behavior so that everyone can see what it looks like in action.

Ethics is in the decisions we make. It’s in the way we resolve the tension between gaining personal benefit and creating value for others.

Ethics is not just “out there” and it’s not just what’s written down. Ethical guidelines are there to help us, but they do not become our ethics unless we choose to follow them every day.

Ethics is personal. It’s about us and our choices.

For leaders, ethics is about personal choices that set the tone for their organizations. It’s about the daily struggle to figure out “the right thing to do” in difficult situations. It’s about a deeply personal commitment to lead in ways that demonstrate:

  • the strength of our moral compass
  • the breadth of our concern and care for others
  • our understanding of how to bring out the best in those we lead
  • our awareness of responsibilities and consequences
  • our ability to think long term and across boundaries
  • our desire to do more and to be more than the minimum standards require.

Welcome to the wonderful, challenging, lifelong personal journey to leading ethically in a global society. A journey that brings out our best.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

Can a Toxic Leader Be Ethical? Yes and No.

Can a Toxic Leader Be Ethical?By Linda Fisher Thornton

A Leading in Context Blog reader requested that I address the question of whether or not someone who uses negative interpersonal behaviors can be thought of as an ethical leader.

Toxic leadership is gaining attention as we learn more about the harm that negative behaviors cause in the workplace. What kinds of behaviors could be considered toxic? I blogged about the problem in a previous post called Leadership and…The Cascade Stress Effect:

“If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.”

“Controlling leadership behaviors set off a cascade effect in organizations that looks like this:

  • We create a toxic, constantly stressful environment
  • which reduces people’s ability to learn and remember
  • and think creatively.
  • We get fear-based compliance
  • without engagement
  • which leaves people not doing their best work.
  • We get a low-trust culture
  • which leads to
  • people spending time worrying
  • individually and in groups.
  • We get poor individual
  • and group performance
  • and poor business outcomes.
  • We reduce the capacity of the business
  • to accomplish its mission
  • through people.”

Leadership and the Cascade Stress Effect, Linda Fisher Thornton, Leading in Context Blog, June 2011

“Can someone who uses toxic leadership still be an ethical leader?”The answer to this important question is “yes and no.”

Yes

Yes, they can be an ethical leader in some of the dimensions of ethical leadership. Toxic leaders may be model citizens when it comes to ethically protecting the financial future of the company (or other areas of their ethical responsibility). They may show concern for the environment, or be active in community service. They may look in some ways like an ethical leader.

No

No, they are not an ethical leader, because regardless of how ethical they are in some areas of their leadership, leaders who use unethical interpersonal behaviors are not ethical interpersonally. 

Ethical leadership requires that we honor many different aspects of ethics, including demonstrating respect for others and creating a high trust work environment where people are valued and can do their best work. We must honor individual, interpersonal and societal ethics.

Since toxic leaders fail to honor interpersonal ethics, no matter how ethical they are in other areas of responsibility, they are not ethical leaders.

We can no longer evaluate a person’s leadership solely on results while ignoring the negative ripple effect created by interpersonal behavior choices. It’s time to see toxic leadership for what it really is – stress creating, inappropriate, negative, unethical leadership.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

Well-Being is Trending

Well-BeingBy Linda Fisher Thornton

Have you noticed that well-being is trending? It’s not enough just to provide fair pay and good work conditions any more. People want to participate in something meaningful and work in high-trust cultures where they can flourish. They seek out companies that care about their well-being.

Making Life Better

Josh Bersin of Bersin by Deloitte predicts in his article The Year of the Employee: Predictions For Talent, Leadership and HR Technology In 2014 that we will need to “re-imagine employee engagement in a new, integrated way” and seek to create “rewarding, exciting and empowering” experiences.

Our workplace focus is moving toward promoting general well-being.

We are beginning to focus on the wellness and happiness of the whole person, and are more aware of the importance of measures of success that incorporate overall well-being. Gallup.com has a Well-Being Index that shows trending levels of well-being over time. OECD publishes an annual “How’s Life?” Report that goes beyond financial measures to evaluate social well-being and progress. The Happy Planet Index  rates each country in the world on aspects needed for people to live long and happy lives.

Well-being is on the minds of consumers as well. Trendwatching.com comments in Internet of  Caring Things that consumers will “lavish love and attention on products, services and experiences” that actively care for their well-being and the well-being of their loved ones.

The Ethics Factor

Positive, intentional management of ethics in organizations supports the overall well-being of employees, customers and communities. Ethics also gives organizational metrics a boost. When we treat people well, we bring out their best.

Ethical leaders support the well-being of those they lead and serve.

Happy people who trust their ethical leaders tend to be more engaged, more creative and more productive. 

Paying attention to well-being makes sense.

In this case what’s good for employee well-being is good for the well-being of the organization too. 


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Success From the Field Interview – Balancing Ethics and Profits

By Linda Fisher Thornton 

This week Will Eisenbrandt posted my interview with him about ethical leadership at NetworkedWealth.com.  This interview, the Success From the Field Podcast with Linda Fisher Thornton is a great overview of the 7 Lenses™ of Ethical Responsibility. In the interview, Will asks me how to balance ethical values in day-to-day decisions – for example, balancing profits with concern for the planet.

Managing ethics is all about balancing multiple values, and making sure that the trade-offs we make don’t harm others. The table below shows the 7 Lenses of Ethical Responsibility that I introduced in the book 7 Lenses: Learning the Principles and Practices of Ethical Leadership.  The 7 Lenses™ together give us a multidimensional view of ethical leadership, one that represents the complexity of the challenges that we deal with on a daily basis.

Ethical leadership is not something we will ever finish, or check off a to-do list. It is an ongoing learning journey. Think about which of the 7 Lenses your organization honors in day-to-day decisions and actions, and which ones represent areas for growth and improvement.

Click here for more author interviews about balancing ethical values and economic goals.

Subscribe to the Leading in Context Blog and never miss another post!


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

12 Favorite Blog Posts of 2013

ThorntonBy Linda Fisher Thornton

It is difficult to believe that I have written well over 200 weekly blog posts since 2009. In the process of writing all of those posts, I gradually sharpened my focus and found my authentic voice as a blogger. (If you are interested in reading more about the ups and downs of that journey, see 150th Blog Post: Learning Out Loud). 

Today I have chosen my annual favorites – the posts that readers enjoyed and shared and that I think best convey an important message about how to Unleash the Positive Power of Ethical Leadership™ in ourselves and our organizations. See if these 12 posts that I have picked as favorites strike a chord with you as well.

Dealing With Complexity in Leadership

Which of These is Ethical Leadership?

Leading the Conversation About Ethical Leadership

Managing Ethical Leadership as a Performance System

The Leading in Context Manifesto

Modeling Ethical Leadership and Behavior

What is Ethical Leadership?

10 Ways Leading With Ethics is Transformational

Bringing Out the Best in People and Organizations (Through Ethical Leadership)

What Ethical Leaders Believe

16 Trends Shaping the Future of Ethical Leadership

10 Ethical Leadership Questions for the New Year

Subscribe to the Leading in Context Blog and never miss another post!

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

16 Trends Shaping the Future of Ethical Leadership

By Linda Fisher Thornton

Today, I want to share with you the picture of the future that I see, based on a powerful movement toward positive, proactive ethical leadership. As a global community, we are increasingly aware of the impact of our choices on others.  We are more aware of our human connection and our responsibilities to one another. 

There is a trend toward considering our responsibilities broadly, beyond making profits to also making a difference. 

Here is my list of 16 trends shaping the future of ethical leadership. 

As we head into the New Year, let’s help our leaders be ready for this positive, proactive “ethical leadership future.”

16 Trends Shaping the Future of Ethical Leadership

To learn more about the future of ethical leadership, see the “What Ethical Leaders Believe” Manifesto by Linda Fisher Thornton at ChangeThis.com.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

 

 

 

Bringing Out the Best in People and Organizations

7 LensesBy Linda Fisher Thornton

After 4 years of researching and writing, I am proud to announce that my new book 7 Lenses: Learning the Principles and Practices of Ethical Leadership is launching this week.

7 Lenses proposes a framework for learning the kind of ethical leadership that brings out the best in people and organizations. It is written for leaders who want to build ethical companies and cultures, stronger communities and a better world.

It provides a road map for learning how to lead in ways that fully honor personal, interpersonal and societal dimensions of ethical responsibility. The four-quadrant model and case studies give readers a clear picture of the kind of ethical leadership we need.

In the foreword, Stephen M. R. Covey writes “Use this wonderful book as a guide on your ethical leadership journey, and you will deeply engage your workforce and build enduring trust.”

Thornton_01v3

© 2013 Leading in Context LLC

7 Lenses is organized in three parts. Part One answers the question “What is ethical leadership?” from 7 different perspectives that together form a multidimensional model I call the 7 Lenses™. Part Two guides leaders in applying 14 Guiding Principles that honor all 7 Lenses. Part Three explores how ethical expectations are changing, and describes six connected trends shaping the future of ethical leadership.

This book was written to answer these questions:

1) What is ethical leadership in a complex world?
2) Why don’t ethics experts agree about it?
3) What is the framework we should be using to guide our day-to-day leadership?
4) How can we stay ahead of changes in ethical expectations?

While 4 years ago, I did not have answers to these questions, now 7 Lenses answers them clearly and practically. It is no longer enough to honor the triple bottom line. This book will help you reach for the highest level of ethical leadership, honoring all 7 dimensions of ethical responsibility. See LeadinginContext.com/7 Lenses for more information. 

 

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For more, see the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics
7 Lenses is a 2014  Bronze Axiom Business Book Award Winner   About 7 Lenses
  
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

200th Blog Post – Learning at the Speed of Life

Linda Fisher Thornton

By Linda Fisher Thornton

In my 150th Blog Post, I wrote about starting a blog and being new to the process of Learning Out Loud. To celebrate my 200th post, I want to reflect on what it’s been like to learn new things faster than I ever thought possible. It seems especially clear to me now that we all have capabilities we’re not using in our day to day lives. But imagine what could happen if we believed we could make a difference, lurched toward that goal unsteadily, and then just held on for the ride.

The dream for Leading in Context LLC started small, with a passion for responsible leadership, an intense curiosity and a question – “What does it mean to lead ethically in a complex world?”

Taking on that question brought this response on Twitter – “Good luck with that. Let us know when you get there!” Knowing that the question was too big to answer and that people didn’t think I could do it just made me work harder. In the process, I tapped into potential I never knew I had.

As you read about my journey, reflect on what you’re curious about, and how seeking the answer might be transformational.

What has stretched me in the past year? 

  • Winning a thought leader award connected me with a wonderful new global group of people, many of whom were already well-established in their areas of expertise. I had to step up.
  • Leading an Innovations in Teaching project for the University of Richmond School of Professional and Continuing Studies had me looking at Innovation in an educational setting. I had to step up.
  • Working with a thought leader strategy coach put a viable long-term business based on my question within reach. I had to step up.

What phrases are no longer in my vocabulary?

  • “What I have is working”
  • “I don’t think I can do that,” and
  • “There isn’t enough time.”

What challenges will the next year bring?

  • Implementing the new business strategy built earlier this year
  • Launching a new and improved website, and
  • Launching a practical book about how to lead ethically in a complex world

What mindset will I bring to my work?

  • Each time I reach the top of a mountain, I will be able to see the next one more clearly
  • The resources and support I need for success will be there when I need them, and
  • This is the most challenging work I’ve ever done, and it’s the most fun I’ve ever had.

What are you curious about?


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

10 Favorite Quotes From the Leading in Context Blog

10 Quotes

By Linda Fisher Thornton

I noticed that Jesse Lyn Stoner’s Blog Post Celebrating the 2nd Anniversary of My Blog included her favorite quotes from her blog. Her post appeared in the Mini-Carnival of HR at CostofWork.com along with my 150th Blog Post Learning Out Loud .

This week, I thought I’d share 10 of my favorite quotes from the Leading in Context Blog. Clicking on each quote takes you to the full post that includes the quote.

Visit the Leading in Context® Blog Index for more articles about how to lead ethically in a complex world.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

Leading Ethically and The Control Trap

042313ControllingLeadership

By Linda Fisher Thornton

Why is controlling leadership so harmful in organizations? There are a number of powerful reasons that have ethical implications:

1. Controlling leadership generates stress and fear

2. Controlling leadership reduces productivity, innovation and engagement

3. Controlling leadership takes the meaning and fun out of doing a job

4. Controlling leadership does not consider or respect employees’ knowledge and abilities

5. Controlling leadership creates a toxic work environment and a low-trust culture

People who are fearful and stressed cannot do their best work. Controlling leadership violates many of the principles of ethical leadership. What is the control trap? When a leader tries to control the actions of employees to make sure that they “do it right,” that controlling behavior takes away their natural ability to do good work. 

Here are some ways that we can bring out the best in our people and honor what they know how to do:

  • Extend Trust – We need to let people know that we trust them to do good work 
  • Remove Barriers – We need to remove barriers to effective work (even if we are part of the problem!)
  • Support  Interests – Ask people what they most want to learn and consider that when assigning projects

“A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs.” — Robert Townsend

Good performance is not something that you can control – but you can release it by the way that you choose to lead.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

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