By Linda Fisher Thornton When we change our position on an issue, sometimes it is because we simply can't decide. But when you look at mind-changing from the perspective of human growth and development, you can see that there is often more to it than that.
By Linda Fisher Thornton Today I'm sharing an article from Virginia Business called Future Shock that includes my recent interview with John Blackwell. His article focuses on how leaders are navigating through the many challenges of returning to in-person work after workers have enjoyed the increased flexibility of remote work during the pandemic.
By Linda Fisher Thornton
I studied Linguistics and Communications at The University of Virginia and I am fascinated by how words shape our perception of things. Lately there has been a lot of discussion about the term "politically correct," sometimes shortened to "PC." I have noticed it is used when people refer to the pressure to be polite to all people, including those who are different from themselves.
By Linda Fisher Thornton Don't let fear undermine your culture. Review four important reasons why you should create a no-fear culture and 21 things to weed out to build trust.
By Linda Fisher Thornton Building on last week's post about Seeing the Facets of Facts, this week I'm digging into the dangers of "Partialized Facts." When I say "Partialized Facts" I refer to treating one perspective on an issue that is only part of the picture as the whole truth. I have seen it happen so many times. It's time to call it what it is. Unethical.
By Linda Fisher Thornton Most of the time when we answer a question with a single response, that answer is only part of the picture. We have all seen leaders (who may feel a need to appear decisive) answer quickly without thinking through the implications of their response. When this happens, what they share is oversimplified and "partialized," not a relevant or responsible interpretation of the complex issues involved.
By Linda Fisher Thornton The definition of "good leadership" is changing over time as people become more aware of the long term impact of poor leadership decisions. Other factors that change our current understanding of leadership include increasing ethical awareness and stronger physical evidence of the impact we are having on the planet. Watch this video for a quick overview of this evolution and why more is expected of leaders now.
By Linda Fisher Thornton I have a special message for our 2022 graduates. The pandemic risk may be lower than it was at this time last year, but sorting out the way forward as a new graduate is still going to be a challenge. How can you gain a clear focus on your future to move ahead?
By Linda Fisher Thornton More commitments than time. Six or more meetings a day. Eating at your desk. Does any of this sound familiar?
By Linda Fisher Thornton The post Should Trust Be Freely Offered or Conditionally Earned generated lively discussions in LinkedIn Groups about extending trust when we meet someone new. It was clear from reading the discussions that trust has many different dimensions. Readers shared how they perceived trust – some saw it as an emotion, some saw it as a relationship, others described it as a mindset. They took the discussion beyond the original question and explored how we extend trust to others based on many variables.
By Linda Fisher Thornton When we meet someone new, should we trust them right away? Should we assume that they are trustworthy and give them the benefit of the doubt, or should we hold back until we are sure that they are worthy of our trust?
By Linda Fisher Thornton The post “Leader Competence: Will It Be A Multiplier or Divider?” generated some great discussion on social media. Here’s a quote from the post: “Leader competence is either going to be a multiplier or a divider. When you have it, you multiply performance and trust, with exponential results. Without it, you divide your possible results by the incompetence factor.” After reading the post, one reader requested that I write more on the topic. This week I’m digging deeper into the multiplying and dividing effects of leader (in)competence, looking at how a leader’s ethical competence impacts trust, people, bottom line results and organizational adaptability:
By Linda Fisher Thornton Any time you draw a line that excludes, you're leaving ethical territory. That's a bold statement, but when someone draws a dividing line that intentionally excludes people or groups, it can lead to an "us versus them" mentality. And from there, it's a short slippery slope to this and more...
By Linda Fisher Thornton We've been through a lot. We're tired, worn out, overwhelmed, and stretched too thin. We're worried about our health and well-being and the health and well-being of those we love. We can't lead as if we were in normal times because we're definitely not and everyone knows it.
By Linda Fisher Thornton In part 3 of this series, I am sharing a clip from my recent talk at the Saint Anselm Center for Ethics in Society that answers the question "What happens when there is a serious conflict between two ethical values?" As you watch, think about the tradeoffs you and your organization have had to manage as you navigated the global pandemic.