Context Matters: What We’re Learning About Food

By Linda Fisher Thornton

New research is turning conventional wisdom about healthy eating inside out. This new research radically changes the way we think about nutrition and wellness and will completely change “best practices” in food-related industries. Here is a sneak preview:

WHOLE FOODS (WITH THE FAT) TEND TO HAVE MORE FIBER AND A LOWER GLYCEMIC INDEX 

“Fat and fiber tend to lower the GI of a food. As a general rule, the more cooked or processed a food, the higher the GI; however, this is not always true.”

Glycemic Index and Diabetes, American Diabetes Association

The reason it’s called “whole milk” has less to do with its fat content, than the fact that it’s comparatively unadulterated.

Roberto Ferdman, The whole truth about “whole milk”, The Washington Post

FOOD COMBINATIONS, LEVEL OF PROCESSING AND BRAIN RESPONSE ARE ALL IMPORTANT 

“Processed foods have an altered food matrix, which impacts their bioavailability.”

Hiip.com, What is the Food Matrix?

“Foods high in fat and carbohydrate are, calorie for calorie, valued more than foods containing only fat or carbohydrate and that this effect is associated with greater recruitment of central reward circuits.”

Supra-Additive Effects of Combining Fat and Carbohydrate on Food Reward, Cell Metabolism

INDIVIDUAL NUTRIENTS DON’T TELL THE WHOLE STORY

“The food matrix may exhibit a different relation with health indicators compared to single nutrients studied in isolation.”

Thorning et al., “Whole dairy matrix or single nutrients in assessment of health effects: current evidence and knowledge gaps,” American Journal of Clinical Nutrition

Applying the “food matrix” concept we learn that we can’t accurately assess nutritional impact based on breaking down individual nutrients in isolation from the whole. We have to consider what we added and what we left out. In other words, context matters. 

We need to see the whole picture to understand human wellness. Whole foods from nature have complex nutritional combinations and protections built into them that vanish when you strip out the fiber and fat. As Aristotle recognized ages ago (and we’re just now rediscovering) “the whole is greater than the sum of its parts.”

Questions For Discussion

  1. How are we already contributing to health and well-being through our food choices?
  2. Where should we adjust our practices to reflect what researchers are learning about the complex food matrix?
  3. What should we stop doing or change to support the long-term health and wellness of our constituents?

Top 100 Leadership Blog

 

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

The Seductive Power of the Status Quo

By Linda Fisher Thornton

Why do we have such a powerful negative reaction when we find out that we need to change? The status quo literally has a grip on us.

“Bearing in mind our natural propensity for the status quo will enable us to recognize the allure of inertia and more effectively overcome it.”

Rob Henderson, How Powerful is Status Quo Bias, Psychology Today

According to Sue Langley, at the Langley Group, “It takes more effort to think about and do something new than react out of instinct or habit.” Fortunately, she adds, “willpower, focused attention and mindful action can be used to push through resistance and rewire habitual patterns.” (The Neuroscience of Change, Langley Group)

Being aware of the brain’s tendency to want to keep things the same is important in terms of ethical decision making. What could we be missing? 

  • Does that change we’ve been putting off put us at risk of failing to keep up with changing ethical expectations? 
  • Is our discomfort with change causing us to make decisions that harm individuals or groups?
  • Are we thinking short term because it is more familiar, when a long-term perspective is really needed?

It will take an intentional effort to overcome the seductive power of the status quo. Take charge of the decision-making process and use ethical values to make ethical choices. 

Ready to Change the Ethics Quo (For Good)? Part 1

Ready to Change the Ethics Quo (For Good)? Part 2

Ready To Change the Ethics Quo (For Good)? Part 3

Ready to Change the Ethics Quo (For Good)? Part 4

Grey Areas: Our Choices Define Us (Part 2)

 

Top 100 Leadership Blog

 

 

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

 

 

Ethical Thinking Requires Dialogue

By Linda Fisher Thornton

Ethical leadership requires us to understand the context and embrace the natural complexity of issues. One of the pieces that we can’t be successful without is learning from the widely varying perspectives of others.

“Kohlberg believed, as did Piaget, that most moral development occurs through social interaction.”

Robert N. Barger, Ph.D., University of Notre Dame, A SUMMARY OF LAWRENCE KOHLBERG’S STAGES OF MORAL DEVELOPMENT

Thinking in a vacuum without considering the needs of others we may forget important elements of the decision-making process. Have you heard the expression “There’s no ‘I’ in team?” Maybe there’s also (metaphorically) no ‘I’ in ethical thinking when we need to understand complex issues.

In highly complex situations we need to listen to and learn from each other to get ethics right.

One person will be the most knowledgeable about laws governing our work, another will understand the trends and consumer expectations, yet another will ask hard questions to make sure we consider our constituents’ needs. Dealing with particularly complex issues demands an inclusive thinking process. Without any one of these important voices we may lose our way.

Top 100 Leadership Blog

 

 

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

 

5 Things I Learned From a 6th Grade Bully

By Linda Fisher Thornton

October is Bullying Prevention Month. Most of the people I know were bullied at some point in their lives. As I look back on dealing with a 6th grade bully, I realize that I learned some things from that difficult time. Today I share that story along with resources for bullying prevention. 

My bully repeatedly taunted me. My bully was bigger and taller than I was. My bully was mean. My bully was always there and always looking for a fight. 

I took the “ignore and walk away” approach for a very long time and that only seemed to escalate the bullying. Then an “incident” happened on the playground. On this memorable day she was particularly agitated and lunged at me. The worst case scenario I had feared was actually happening. I stood as tall as I could, closed my eyes and put both hands out in front of me signaling and forcefully yelling “STOP!” She was so startled she lost her balance and sat down hard on the blacktop, and her glasses flew off and broke. 

We were both called to the principal’s office. This was the first time I had ever potentially been “in trouble” and I was sure she had told the principal that I had hit her and broken her glasses, but that wasn’t the truth. I took a deep breath. I thought about the many times I had had positive interactions with the principal. I somehow found the courage to speak. I told him the truth about what happened that day and all the days before when she had bullied me and I was believed. Here are some of the things I now realize looking back on that experience: 

  1. Reputation is everything – when you are trustworthy and honest every day, people will believe you when you most need them to. 
  2. Trust is cumulative – it takes many months and years to build a high trust relationship, but that high trust relationship will help you get through even the most challenging circumstances with grace. 
  3. Aggression and violence don’t solve problems – lashing out at others may seem like a solution, but it isn’t a healthy one. Aggression and violence make problems worse.
  4. Bullies are often hurting inside – it’s easy to forget that bullies may be victims themselves.
  5. Leaders need to create a safe space – with active prevention where bullying is noticed and quickly stopped. 

I still remember that bully’s name, though I won’t share it here. Bullying and other forms of intimidation have lasting effects. We need to do much more to prevent them in our schools and workplaces. We need to be talking about appropriate boundaries of behavior in clear terms

Bullying is damaging by itself but we also need to realize that “bullies are more likely than others to engage in violent criminal behavior” (bullyingstatistics.org). We need a prevention strategy, not just a crisis response strategy. We need to stop negative interpersonal behaviors before they escalate. 

Resources

BBC Capital, Taking on a Workplace Bully by Chana R Schoenberger

UNESCO School Violence and Bullying: Global Report 

https://www.stopbullying.gov/

UNESCO: Let’s Decide How to Measure School Violence

Top 100 Leadership Blog

 

axiombronze

 

 

7 Lenses is now in its 2nd Printing. Find out why. 

Click the cover to read a free preview!

LeadinginContext.com  

©2018 Leading in Context LLC

 

 

 

MindTools Expert Interview Podcast With Linda Fisher Thornton

By Linda Fisher Thornton

Happy #GlobalEthicsDay2018! I recently did an interview with Rachel Salaman for the MindTools Expert Interview Podcast.  We had a lively conversation about ethical leadership and how to leverage the concepts from my book 7 Lenses: Learning the Principles and Practices of Ethical Leadership

Click on the graphic below to read the MindTools blog post by Rachel Salaman and listen to an excerpt from the podcast. In the excerpt, I walk you through a typical business problem using the 7 Lenses of Ethical Responsibility to show the power of this 7-dimensional model for revealing ethical issues and nuances. 

 

 

 

 

Now it’s your turn. Apply the 7 Lenses to one of your daily challenges to see if it’s a game changer for you. Use this overview of the model to guide you. Feel free to share what you learned. Follow @leadingincontxt  @7Lenses  to make ethical insights part of your daily learning journey. 

It’s Global Ethics Day and we can create better workplaces and a better future. Let’s get started. 

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

70 Trends to Watch in 2019

By Linda Fisher Thornton

Each year I curate a list of sites that write about trends that will change how we do business in the coming year. This year’s list includes some ongoing trends from last year and some fresh ideas and new directions. Take a look at the 70+ trends at the links below and start getting ready for what’s ahead!

The Future of Retail, Trendwatching.com

4 Mega-Trends That Could Change the World By 2030, World Economic Forum

2019 Strategic Trends Glossary, Educause

Food Industry Forecast: Key Trends Through 2020, Emerson

John Hall, 5 Marketing Trends to Pay Attention to in 2019, Forbes

Diana Smith, These Tech Trends Will Dominate in 2019, Leader-Values.com

Business Trends That Will Reshape Your World in 2019, fastincnow

7 Digital Marketing Trends That Will Own 2019, SocialReport

Lisa White, The Vision 2019: The most influential macro trends for next year, WGSN

The State of Play, Trendwatching.com

Keep an eye on these trends in the coming months and take time to discuss what they could mean for your business. With change accelerating, having a plan for adaptation will be key. 


To learn how to adapt your leadership to increasing global expectations, read 7 Lenses: Learning the Principles and Practices of Ethical Leadership.

 

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

Our Evolving Frame of Reference

By Linda Fisher Thornton

As we weathered a hurricane on the East Coast, I remembered the uncharacteristic earthquake that affected Virginia a few years ago. That experience changed how I interpreted the world around me. It drew attention to why we all see the world in such different ways.

I was in a warehouse store shopping for a gift, and I noticed that the table in front of me was shaking. If this had happened at any other time, I would have looked for an explanation inside the store. But not this time. A recent earthquake had altered my frame of reference. My first thought now was that it was another aftershock from the earthquake.  It turned out to be just an efficient store clerk enthusiastically adding inventory at the other end of the table.

Our Evolving Frame of Reference

This experience of being “shaken up” reminded me about how our frame of reference changes as we have new experiences. We can interpret the same experience in completely differently ways, depending on recent events in our lives.

During the recent hurricane, for example, the light movement of trees in the wind (normally a pleasant experience) took on a new meaning as it signaled the arrival of Hurricane Florence. 

When we are aware of our evolving frame of reference, it helps us remember that other people’s experiences shape their perceptions too, and those experiences are likely to be very different from our own.

Expanding the Frame

Catastrophic events can make us pause to reflect on the bigger scheme of things, which is easy to ignore in the midst of a high-speed schedule. We shouldn’t wait for a catastrophic event to force us to take a broader perspective. When we make a commitment to learning, we can expand our frame of reference to include perspectives that differ from our own and and apply this awareness to our daily choices. 

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

The Mind Must Move

By Linda Fisher Thornton

We know that to stay healthy, we have to move. Many of us wear wrist bands that track the number of steps we take daily to make sure we “stay in the healthy zone.” I have been increasing my steps each year, and have enjoyed more energy and a sense of improved well-being. While we can easily track our physical steps, our mental steps are more elusive. Our thinking process is deeply connected to our physical systems and grounded in our personal experiences. Just as we may tend toward physical inertia (binge watching Netflix on the coach), we may also tend toward mental inertia. Change is hard, and the comfort zone is as compelling as the couch as a place to stay and rest.

When we don’t move, our bodies deteriorate

 Evelyn O’Neill, manager of outpatient exercise programs at the Harvard-affiliated Hebrew Rehabilitation Center, says “Lack of movement is perhaps more to blame than anything for a host of health problems.” (quoted by Matthew Solan, Executive Editor, Harvard Men’s Health Watch in “Move more every day to combat a sedentary lifestyle”)

When we don’t move our minds, our minds deteriorate too. 

We’ve probably all met people who haven’t updated their thinking in 40 years. It seems as if they live in a different world from the one we live in today. If we stop learning and updating our thinking, we quickly fall out of step with social norms and expectations. Being out step means we make ethical mistakes without even knowing it. This post by Ethical Systems describes the difficulty we have in changing our minds, especially when we are around our peer group.

It seems to me that a sedentary mind is even more worrisome than a sedentary body. A sendentary body will deteriorate within itself, but a sedentary mind (blind to changing societal expectations and values) may make decisions that harm others, on an individual or global scale.

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

Grey Areas: Our Choices Define Us (Part 3)

By Linda Fisher Thornton

There will always be grey areas that aren’t covered by the ethics code. In grey areas, leaders “paint the boundary” of ethical choices others will make by how they navigate the ethical complexity when the boundaries are not clear.

Part 3 of this series Grey Areas: Our Choices Define Us includes cases to get you talking about interpersonal grey areas, and related articles for learning.

Starting the Conversation 

Talking About What Matters (Part 3)

Case Study: Is Withholding Information From Other Leaders Unethical?

Case Study: Think Before You Blame (The Culture May Be The Cause)

Ethical Interpersonal Behavior Graphic

Navigating Grey Areas

Dealing With Complexity? Use Ethical Thinking

Every Decision Changes the Ethical Culture Equation

What is Meaningful Leadership Part 4

Articles About Ethical Values As a Guidance System

Ethical Leadership: Complexity, Context and Adaptation

22 Resources For Developing Ethical Thinking

Use these resources to talk NOW about how ethical grey areas will be handled, before there’s a crisis. Once you decide how to decide, it is easier to handle grey areas when they appear.

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

 

 

What is Meaningful Leadership? – 4 Common Threads

By Linda Fisher Thornton

What is meaningful leadership? I recently wrote a 5 part blog series exploring different facets of that question.

Part 1 of this series looked at how leaders generate meaningful environments where others can thrive. Part 2 explored a leader’s own quest for authenticity. Part 3 looked at the role of powerful conversations and a focus on relational ROI. Part 4 examined how meaningful leadership requires truth-seeking based on ethical values. Part 5 focused on how meaningful leadership makes a difference by building a better society for the future.

Common Threads

There are four common threads that emerged from exploring the topic that I want to share today.

These are ways that leaders think about and approach their role that helps them create meaningful work experiences:

  1. Thinking global – considering the full impact of decisions on a global scale
  2. Valuing authenticity – seeing the leadership role as a process of growing into higher levels of leadership, not a position of power over others
  3. Seeking collective success – working with others for the good of the group, not the good of the leader
  4. Seeing beyond portfolio growth to human growth – valuing each individual and nurturing them to reach their potential (which requires seeing well beyond the bottom line)

The Leadership Mindset

It is interesting, but not surprising, that all of these approaches rely on the leader being able to take a long-term, “self-aware but humble” view of the leadership role.

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

Seeing Beyond Borders and Walls

By Linda Fisher Thornton

When you make a commitment to ethical values and ethical choices, boundaries and walls only indicate the boundaries of new places to apply those ethical values and choices. Beyond them, ethical values matter just as much as they matter within your own walls. You could argue that they matter more, because you are stepping into other cultures and ways of life and need to take special care to show respect.

Any argument that we can be disrespectful or harmful to others who live outside of our borders is based on flawed thinking, self-interest, myopia and a lack of moral awareness.

Ethical leaders see beyond walls. They don’t dehumanize people to improve their own position.

Ethical leaders think beyond themselves on a global scale. They don’t excuse their own or anyone else’s bad behavior or unethical choices.

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

Also see:

Yes, Leaders. Behavior Matters

Just Say No to 10 Behaviors That Kill Competence

Inclusion: The Power of Regardless

Where Ethics Should Be

By Linda Fisher Thornton

We need to be talking about where ethics should be… how and where it fits into real life. Too many leaders and organizations have crossed ethical boundaries and that seems to be all we’re seeing in the news headlines.

Starting the Conversation

When ethics is central to our decisions and actions, we are more likely to make good choices. To make that happen, we need to be talking about where ethics should be in a leader’s day to day schedule and an organization’s infrastructure.

  • How should ethics factor into an organization’s strategic plans?
  • How can we emphasize it in performance feedback and rewards?
  • Where should it be in monitoring and reporting?

If we aren’t having these conversations, we may have gaps in how we’re handling ethical prevention that can result in unexpected high visibility mistakes.

Places Where Ethics Should Be 

Organizations that tap into the power of ethical brand value and actively seek to prevent problems do more than talk about where ethics should be. They live it by making it central to their operations.

Here are some important conversation starters about where ethics should be in your thinking, your schedule and your goals and plans for the future:

Beyond the Shelf (not just in codes and manuals)

Plans and Strategy

People Management

Company Values 

Executive and Leader Development

Top of Mind (not afterthought or damage control)

Rewards and Promotions

Employee Hiring

Leader Expectations

C-Suite Behavior and Actions

Bringing ethics to life in an organization requires a systemic approach and powerful ongoing conversations. Where else do you think ethics should be in day-to-day leadership?

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

 

 

Grey Areas: Our Choices Define Us (Part 2)

By Linda Fisher Thornton

This post is an updated version of a reader favorite. 

There Will Always Be Grey Areas

There will always be ethical grey areas.  We see plenty of information about lying, cheating, stealing and other obvious ethical violations. It is more difficult to know what to do when we encounter behaviors that fall into ethical grey areas, particularly in term of relationships with other people. Grey areas are difficult for anyone to handle but leaders bear the additional weight of needing to set the tone for the organization. Each decision impacts the ethics of the organization.

How We Handle Grey Areas “Teaches” Others (Whether Our Decisions Are Good or Bad)

If we are in leadership, we set the tone for what we want employees to do by what we do. That includes what we do about easy ethical problems (with clear right and wrong choices) and tough ethical problems (with no obvious right choices).

When we make good decisions, people watch what we do and also learn how to do that. If we make bad decisions, we teach others how to make bad decisions and those bad decisions can spread quickly throughout the organization.

How We Handle Grey Areas Paints a Border That Outlines Our Ethics

Sometimes “doing nothing” is an unethical choice. If we allow people to sabotage each other to win rewards, and withhold information from one another to appear more powerful, we are creating a culture that endorses negative interpersonal behaviors. We are “teaching” people that the organization values competition above collaboration and that “anything goes” to get the win.

If we “permit” sabotage and withholding information by not noticing and/or not addressing them, are we also endorsing more negative behaviors that people may see as similar, like bullying and employee harassment? We may be unintentionally sending the message that we allow even more negative behaviors in a broader context – Are we also endorsing withholding information from customers and other important stakeholders? What about regulators? If we allow people to withhold information at one level, are we unintentionally saying that withholding information is okay anytime, at any level?

How we handle the grey areas in how people treat each other paints a border that becomes the outline of our company’s ethics.

Ignoring Negative Behaviors Allows Them to Flourish

When it comes to organizational culture, not knowing is not a defense. When we ignore negative interpersonal behaviors, we send a powerful message across the company to ‘do more of that’!  If we use negative interpersonal behaviors or simply look the other way when we see negative behaviors, employees will too.

Negative behaviors that we choose to ignore don’t typically go away – they multiply when we fail to act because the behaviors are then assumed to be “accepted by leadership.” As leaders we need to walk around, to notice what’s going on, to create high-trust workplaces, to provide opportunities for meaningful communication, to ask people what’s getting in the way of their success, to talk about ethical behavior and to remove barriers to effective ethical performance.

People will follow our lead. When we ignore negative behaviors, we are saying that we accept those negative behaviors.

Work Through Grey Areas Openly – Retain the Ability to Paint the Ethical Border

As leaders, we need to regularly discuss the grey areas in what it means to behave ethically. This lets us help employees define ethical behavior clearly and provide input into the choices they make to be sure that they meet the expectations of the company.  As we learn more as a society about the impact of our choices and our behavior on others, there will continue to be more grey areas where employees will need guidance.

People can usually see ethical grey areas but they may be hesitant to ask for help. By keeping the conversation open and actively addressing grey areas, we retain the ability to define the ethical border. If we don’t talk about it, people will define that border on their own and may draw it outside of the company’s stated ethics codes and values.

Don’t take that chance. Ask employees which ethical issues they want to talk about.

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

What is Meaningful Leadership? (Part 5)

By Linda Fisher Thornton

What is Meaningful Leadership? Making a Difference By Building a Better Society For the Future

In Part 1 of this series we looked at how leaders generate meaningful environments where others can thrive. In Part 2 we explored a leader’s own quest for authenticity. In Part 3 we looked at the role of powerful conversations and a focus on relational ROI. In Part 4, we examined how meaningful leadership requires truth-seeking based on ethical values. In Part 5 we’ll take a look at how meaningful leadership makes a difference by building a better society for the future. 

Meaningful leadership sees the world in terms of building a better future together. The important focus on together requires not drawing lines around “better” or “worse” people or creating “in” and “out” groups.

“My humanity is bound up in yours, for we can only be human together.”

— Desmond Tutu

Meaningful leadership invests in building a better future together. That means making hard decisions today that will get us closer to a peaceful, safe society that works for everyone. In order to make this commitment, meaningful leadership requires being able to imagine such a future.

“I know of no single formula for success. But over the years I have observed that some attributes of leadership are universal and are often about finding ways of encouraging people to combine their efforts, their talents, their insights, their enthusiasm and their inspiration to work together.”

— Queen Elizabeth II

Beyond imagining a better future, meaningful leadership requires actualizing it. That means making choices every day that show commitment to collective well-being on a global scale.

“The sole meaning of life is to serve humanity.”

— Leo Tolstoy

Is My Leadership Meaningful? 

Meaningful leadership cannot be accomplished by talking about meaning. It must go much deeper than that. Evaluate how your leadership measures up by exploring these three questions:

If others carry on the work I have started into the future, what will be the net effect of my leadership in each of the areas of meaningful leadership below?

Meaningful Leadership Means:

  • Making a difference by creating positive work settings that invite meaningful work
  • Taking the difficult journey to becoming an authentic leader
  • Inviting difficult conversations about how to live out ethical values in difficult situations
  • Placing a high priority of positive interpersonal behavior that brings out people’s best
  • Excavating the layers of meaning and truth in complex issues using ethical values
  • Imagining a better future, in a peaceful, safe society that works for everyone
  • Helping to build that better future together, on a local, national and global scale

How closely is my leadership aligned with building a better future together?

What could I do to improve, starting today, in at least one area on that list?

Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

What is Meaningful Leadership? (Part 4)

By Linda Fisher Thornton

What is Meaningful Leadership? Seeking the Truth & Excavating Grey Areas Using Ethical Values

In Part 1 of this series we looked at how leaders generate meaningful environments where others can thrive. In Part 2 we explored a leader’s own quest for authenticity. In Part 3 we looked at the role of powerful conversations and a focus on collective success. In Part 4, we’ll examine how meaningful leadership requires truth-seeking based on ethical values. 

Meaningful leadership searches for the truth in a complex world. This requires seeing the nuances and moving beyond oversimplified either/or choices. It means investing time and effort in peeling away the irrelevant and the inaccurate to get to the heart of issues.

“Truth, like gold, is to be obtained not by its growth, but by washing away from it all that is not gold.”

— Leo Tolstoy

Meaningful leadership requires being willing to live in disequilibrium, without having all the answers.

“To know, is to know that you know nothing. That is the meaning of true knowledge.”

— Socrates

On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.”

— Friedrich Nietzsche

Meaningful leadership makes a lifetime commitment to learning and competence.

“Intellectual growth should commence at birth and cease only at death.”

— Albert Einstein

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

— Viktor E. Frankl

Meaningful leadership sees complex issues from multiple perspectives, including the important perspective of what is best in terms of ethical values. Failing to see issues in terms of ethical values means abandoning the guidance system of human civilization.

“The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.”

— Marcel Proust

Meaningful leadership uses ethical values to understand difficult issues, digging into intent and impact and revealing the best choices for multiple stakeholders.

Meaningful leadership requires working through discomfort but it is worth the effort. Ask yourself:

  1. How carefully do I excavate complex issues before I make a decision or take a side?  
  2. How consistently do I use ethical values as the basis for excavating the grey areas?
  3. What could I do with my teams to help us all get better at basing our thinking process on ethical values?


Top 100 Leadership Blog

 

axiombronze

 

 

Click the cover to read a free preview!

 

 

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2018 Leading in Context LLC

 

 

 

%d bloggers like this: