The Complexity of Ethical Thinking and Decision Making (Part 2)

By Linda Fisher Thornton

In Part 1 of this series I looked at the importance of Deep Thinking. In Part 2, we’ll consider the Context. No matter how much effort it takes to understand the context, we can’t expect to make an ethical decision without taking that step.

Understanding the Context

Without seeing the context – a broad and sweeping view of the issue we are discussing or trying to resolve and factors in the environment that affect it – we are just describing or trying to solve a SUBSET of the real issue. We are not seeing the whole issue. To use ethical thinking and decision-making, we must remind ourselves that the SUBSET is not the whole. 

If you drive a sports car on a crowded city street with your eyes closed, people are going to get hurt (including you). Making decisions without understanding the context is similarly risky. 

A clear understanding of the context is an important part of staying ethically aware and competent, and both are necessary qualities for responsible leadership. Ethical leaders know that there can be no ethical awareness without understanding the context, and without awareness, competence and responsibility are also out of reach.

    — Linda Fisher Thornton, Ethical Leaders Understand the Context, Leading in Context Blog 

It’s easy to find one or two pieces of information about an issue and think we understand it. In Context Matters: What We’re Learning About Food I explored what happens when we think about nutrition by looking at individual nutrients without considering the context. That example drives home the point because most of us have probably gone through life thinking about nutrition as a collection of individual nutrients.

“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.”

Linda Fisher Thornton, Context Matters: What We’re Learning About Food, Leading in Context Blog

Understanding the context helps us make choices that “work” ethically in the particular setting and it prepares us to adapt to a changing world.  What is ethical in one context may not be in another.

Context Helps us See the Bigger Meaning 

Some people may feel that it’s wrong to hold someone accountable now for an ethical violation when the same action was not punished in the past. Considering the context helps us see that this change is not a result of “inconsistent” treatment, but of increasing expectations and accountability for ethical behavior.

“Full accountability – holding 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.”

Linda Fisher Thornton, Full Accountability for Ethics: The New Normal, Leading in Context Blog

Context is an important element in ethical decision making. 

What Ethical Thinkers and Leaders Don’t Do

  • Assume they already know the context
  • Ignore new research or the informed opinions of others outside of their groups
  • “Save time” by ignoring the context so they can make a quick and decisive decision

What Ethical Thinkers and Leaders Do

  • Ethical thinkers and leaders take time to understand the context
  • They look outside of their own groups to see what others are learning about the issue
  • They carefully consider the context before making decisions or taking action
  • They adjust their thinking as new credible information emerges

Leaders who ignore the context frustrate those they lead and serve. Why? Ignoring the context and making a quick decision often leads to costly and time-consuming fixes later. The fallout from decisions made in a vacuum can be severe and leaders can miss critical ethical issues. Taking the time to understand the context, we more easily make decisions that fall within the ethical zone. 

Watch for Part 3, when I’ll explore the importance of embracing complexity

 

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What Drives Engagement? Is it Ethics?

By Linda Fisher Thornton

While there is not yet one common definition of employee engagement, according to Mandrake, “common themes found in most definitions include a commitment to and belief in the organization and its values and a willingness and ability to contribute ‘discretionary effort’ to help the organization succeed” (Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake).

What really drives engagement? To what degree does ethics play a part? In this post I’ll explore 5 ways that an organization’s ethics impacts employee engagement. 

1. Commitment to Ethics and Ethical Culture 

“Positive perceptions of an organization’s ethical culture are associated with higher levels of engagement. Furthermore, management’s commitment to ethics is particularly important for employee engagement.”

Ethics and Employee Engagement, Supplemental Research Brief, Ethics Resource Center

“A company’s ethics and the ethical health of its culture affect its ability to engage employees on the job.”

LRN Ethics Study: Employee engagement, LRN 

2. Personal Alignment with the Organization’s Values

“Among the survey’s more than 90 statements, the one that showed the highest correlation with engagement was, ‘I am committed to my organization’s core values.'”

Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake

3. Fairness and Transparency

“Fairness and transparency are fundamental yet powerful concepts that can make a lasting impression on employees and employers. These principles have the potential to influence many organizational outcomes in the workplace, including
job satisfaction and organizational commitment.”

2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open, SHRM

4. Respectful Treatment

“For the third year in a row, the largest percentage of respondents have indicated that respectful treatment of all employees at all levels was a very important contributor to their job satisfaction… employee perceptions related to respect touch many facets of the workplace, ranging from diversity and inclusion to prevention of workplace violence and harassment.”

2017 Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open, SHRM

5. Corporate Social Responsibility for Purpose, Meaning and Impact

“Social impact programs and shared-value activities create a more engaged workforce.

The Purpose-Driven Professiojnal, Deloitte University Press

“Studies show that CSR is an emerging and increasingly important driver of employee engagement… Employees make three distinct judgments about their employing organization’s CSR efforts. That is, employees judge the social concern imbedded in an organization’s actions (procedural CSR), the outcomes that result from such actions (distributive CSR), and how individuals, both within and outside the organization, are treated interpersonally as these actions are carried out (interactional CSR).”    

Corporate Social Responsibility and Employee Engagement: Making the Connection, Mandrake

Ethics is increasingly important in attracting and engaging top talent. The organizations that make these five ethical areas a priority will be moving in the right direction. The catch is that priorities like “ethical culture” and “respectful treatment” have to happen everywhere in the organization every time, so organizational leaders need to be on board and prepared for the challenge.

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Want Top Talent? Pass the Reverse Interview

By Linda Fisher Thornton

HR Executives are telling me that job applicants are “interviewing their interviewers” to find out about their organizations’ ethics. It makes sense. Applicants want potential employers to treat them well and to demonstrate a positive track record in areas that matter to them. In this trend toward “reverse interviewing,” applicants are asking about people practices, community involvement and sustainability practices. 

“Today’s workforce is on the lookout for mission-driven employers. People want more than just a paycheck from the organization they work for, they want to have a sense of purpose in their job.”

— Neelie Verlinden, 11 Hottest Recruiting Trends For 2019, Harver.com,

How people are treated has become a key factor in whether or not candidates will accept a job. Top talent is looking for much more than being treated with a baseline of respect. Employers are in the position of being carefully evaluated for their management practices and culture. As Kristina Martic points out in 15 New Recruiting Trends You Should Implement in 2019 [UPDATED] at talentlyft.com, “the current job market is 90% candidate driven. That means you don’t pick talent anymore. Talent picks you.”

“Workers expect more from employers—more transparency, accountability and trust, said Mark Lobosco, vice president of talent solutions for LinkedIn.”

 Roy Maurer, 3 Trends That Will Shape Recruiting in 2019, SHRM.org

It takes more than a pleasant and knowledgeable interviewer to impress job candidates. Every step of the process matters, and must meet the high standards of the talented candidate (who could go anywhere). Your company has to provide a measurably better experience. And that measurably better experience needs to be based on values that matter to the job candidate. The entire company’s reputation will be a major factor in the decision.

“Take care of your reputation. Marketing the brand is not enough. Job seekers are cruising anonymous employer review sites to see what life is like inside the company.”

— SHRM, Recruiting is Tougher in 2019

LRN reports via globenewswire.com that “the vast majority of U.S. employees – 87% – say business today urgently needs moral leadership.” Chances are that your culture will be closely examined by that ideal candidate you really want to hire for the job. The one with the skills you need to reach your organization’s goals.  Ask yourself, “When we are interviewed by our ideal job candidate, will we pass the test?”

Resources: 

5 Reasons Ethical Culture Doesn’t Just Happen

Full Accountability For Ethics: The New Normal

40 Ways to Build an Ethical Culture

7 Questions For Ethical Culture Building

How to Build an Ethical Culture

Let’s Talk About Trust

50 Ways To Lead For Trust

TAP Into Trust With These 12 Principles

 

 

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How Is Critical Thinking Different From Ethical Thinking?

By Linda Fisher Thornton

Ethical thinking and critical thinking are both important and it helps to understand how we need to use them together to make decisions. 

  • Critical thinking helps us narrow our choices. Ethical thinking includes values as a filter to guide us to a choice that is ethical.
  • Using critical thinking, we may discover an opportunity to exploit a situation for personal gain. It’s ethical thinking that helps us realize it would be unethical to take advantage of that exploit.

Develop An Ethical Mindset Not Just Critical Thinking

Critical thinking can be applied without considering how others will be impacted. This kind of critical thinking is self-interested and myopic.

“Critical thinking varies according to the motivation underlying it. When grounded in selfish motives, it is often manifested in the skillful manipulation of ideas in service of one’s own, or one’s groups’, vested interest.”

Defining Critical Thinking, The Foundation For Critical Thinking

Critical thinking informed by ethical values is a powerful leadership tool. Critical thinking that sidesteps ethical values is sometimes used as a weapon. 

When we develop leaders, the burden is on us to be sure the mindsets we teach align with ethical thinking. Otherwise we may be helping people use critical thinking to stray beyond the boundaries of ethical business. 

 

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Ethical Thinking Through the 7 LensesMay 22, 2019

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Mindset or Competency: Which is More Important?

By Linda Fisher Thornton

This post will explore the interesting relationship between leadership mindset and competency. Which is most important? What happens to our leadership capability when our mindset is out of date? 

How we think about something impacts what we do about it. Nick Petrie, Center For Creative Leadership, writes in Vertical Leadership Development Part I that “In terms of leadership, the stage from which you are thinking and acting matters a lot. To be effective, the leader’s thinking must be equal or superior to the complexity of the environment.” 

An “Un-Fixed” Mindset

Keeping an open mind and adapting when new information is available is important for our leadership success. Capability, or what we can do, is still important, but it won’t get us far if we’re using an outdated mindset. Our mindset needs to be upgraded regularly as the context changes or we risk missing important parts of the picture.

“Cognitive scientists are finding that people’s mental maps, their theories, expectations, and attitudes, play a more central role in human perception than was previously understood.”

David Rock and Jeffrey Schwartz, The Neuroscience of Leadership, strategy + business

Seeing From Multiple Perspectives

In Coaching Vertically, Jan Rybeck MCC writes that one of the significant elements important for vertical development is taking on the challenge of multiple perspectives. Besides helping us deal with complexity in general, being able to understand multiple perspectives helps us meet the needs of multiple stakeholders. It guides us to better decisions when we face difficult choices. It helps us navigate tricky issues that have many angles and helps us talk about them without rushing to take a side.

“The future of leadership is mindsets, not competencies.”

Charles Palus, Senior Fellow at the Center for Creative Leadership, Vertical Leadership Development For a Complex World

We need to carefully look at mindset, world view and assumptions before we move great individual performers into leadership positions. Sherryl Demitry, PhD writes in Training Industry that “it is common for people to be promoted into higher levels before achieving the vertical proficiency to be effective and successful at that level” (Disrupting Best Practices in L&D: Differentiating Horizontal & Vertical Development). Think about a time you observed a new leader using the mindset of a professional and making rookie leadership mistakes.

Mindset Problems Can Lead to Leadership Failure

When we broaden our mindset to adapt to change, we open up new terrain for learning and leadership. Gaining new competencies without the necessary mindset changes will be ineffective at best, and may even be harmful.  Think about a leader using an outdated mindset about human rights and treating certain groups of people negatively. That leader may “delegate effectively” in terms of how assignments are communicated and tracked, but may deny certain types of people access to opportunities to grow. This failure in leadership is due to a mindset problem that can quickly turn a “competency” like delegation into unfair practice.

I would have to say that leadership mindset is more important than competency. If you lack certain competencies or have the wrong competencies for the job, you can learn. If you have a “fixed” and outdated mindset, however, you will resist learning and potentially do more harm than good. 

 

 

 

 

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16 Answers To What is Good Leadership?

By Linda Fisher Thornton

The theme I noticed in the most viewed posts on this blog in 2018 was Looking For a Better Kind of Leadership. Google reported that the most popular Google searches in 2018 were about how we can be good people. It sounds like it’s a great time to explore the question “What is Good Leadership? 

While it’s tempting to over simplify leadership and think about it as any one thing, good leadership can only be fully understood by thinking about it in multiple ways. Here is a starter list of 16 defining characteristics of good leadership:

  1. Purposeful

  2. Ethical 

  3. Intentional

  4. Thoughtful

  5. Meaningful

  6. Respectful

  7. Caring

  8. Open

  9. Invites Dialogue

  10. Globally Responsible

  11. Up-to-Date

  12. Trustworthy

  13. Culturally Inclusive

  14. Ethically Inspiring

  15. Embraces and Adapts To Context and Complexity

  16. Continual Learner

This list of 16 is designed to get you thinking. There are many more characteristics we could add. Think about great leaders you’ve had in the past (or not). What defining characteristics of good leadership would you add to this list? Share your ideas in the comments!

 

 

 

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Beyond Civility

By Linda Fisher Thornton

Civility seems like a minimum standard or a fallback position, certainly not a desired end. We expect so much more from ethical leaders.

Without civility, communication is chaotic and difficult (if not impossible). Civility adds choosing words more carefully and avoiding blaming and attacking others. When I think about people “being civil” I get a picture of people who don’t like each other very much struggling to maintain their composure.

The origin of the word and its uses are interesting.

“The word civil has about twelve different meanings; it is applied to all manner of objects, which are perfectly disparate. As opposed to criminal, it means all law not criminal. As opposed to ecclesiastical, it means all law not ecclesiastical: as opposed to military, it means all law not military, and so on.” [John Austin, “Lectures on Jurisprudence,” 1873] https://www.etymonline.com/word/civil

Extrapolating on this definition, perhaps civil interpersonal behavior is “all behavior not criminal.” I advocate Civility, but not as an ideal. Just as law is the minimum standard of acceptable individual behavior in a society (below which you are punished) civility seems to be the minimum standard of interpersonal behavior (so as not to get in trouble with the law). Use these posts to learn about the nuances of civility as an ethical issue.

Civility is an Ethical Issue

Civility and Openness to Learning

The Questions We Have in Common

 

 

 

 

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Your Culture is Not A Secret (So Protect Your Ethics)

By Linda Fisher Thornton

One of my favorite concepts for understanding how social media is changing the visibility of organizational culture is Trendwatching.com’s report Glass Box Brands. As Trendwatching.com eloquently explains, “In an age of radical transparency, your internal culture is your brand.” The key point I take away from this important report is that we can no longer assume that our culture is private. In fact, it’s completely public and it defines our brand. Any barriers that used to protect our culture from the public eye have vanished.

With nothing standing between our culture and the public eye, if we want to protect our brand value, we need to carefully tend our culture. Since we know that our culture is no longer a secret, what does that mean in terms of ethical culture building? That means our ethical choices define our ethical brand value. If we don’t carefully tend our ethical culture, we could develop a bad ethical reputation.

Today I’m sharing some of my favorite posts about how to build and protect an ethical culture:

5 Reasons Ethical Culture Doesn’t Just Happen

Every Decision Changes the Ethical Culture Equation

Leaders Are Culture Caretakers: 10 Actions For Success

5 Signs Your Culture is Failing

40 Ethical Culture Gaps to Avoid

40 Ways to Build an Ethical Culture (An Ethical To Do List)

7 Questions For Ethical Culture Building

13 (Culture-Numbing) Side Effects of Toxic Leadership

How to Build an Ethical Culture

We’re going to need a plan. We need to respond with urgency to this new inside-out culture transparency that brings our ethical choices into clear view. 

 

 

 

 

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500th Post: Index to 500 Articles on Authentic Ethical Leadership

 

By Linda Fisher Thornton

There are many ways to define “ethical leadership” but there is increasing global interest in learning “ethical leadership” in a holistic and authentic way. This authentic ethical leadership takes us beyond laws and regulations, beyond respect for others and beyond traditional definitions of a business “win.” It generates a positive leadership legacy and a better shared future. If this sounds like the kind of leadership you want to learn, you’ve come to the right place.

The Leading in Context Blog now includes 500 articles on high-level, holistic and global ethical leadership. This blog started off as a way to organize and share emerging research in my leadership classes.  Ten years later it has become a “go-to” site for organizational leaders across industries, university professors and seekers looking for a better way to lead. 

To celebrate having published 500 Posts over 10 years, I’ve shared a short video on one of my favorite reader questions – “What were you thinking including Profit (which has no moral grounding) in a model of ethical leadership? 

To help you on your ethical leadership learning journey, this Milestone post also includes a Leading in Context Blog Index.  What will you find? Every post published on the Leading in Context Blog since 2009, in date order with the newest posts first. If there is something you want to learn about ethical leadership, it is probably here. If it isn’t, post a comment to let me know what YOU want to learn more about. 

Do you want to understand how all of the ethical leadership concepts in these posts fit together? I distilled several years of intensive research into 7 Lenses: Learning the Principles and Practices of Ethical Leadership, a clear guide to “seeing” ethical issues in seven important dimensions that apply across industries and geographic boundaries. Looking through all 7 Lenses you have a clear line of sight to making ethical choices and leading authentically for the long term. 

Enjoy the lifelong learning journey to ethical leadership… 

The Leading in Context Blog Index

 

 

 

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Respect, Interpreted Part 2

By Linda Fisher Thornton

This is the second post in a series called “Respect, Interpreted.” Respect, Interpreted Part 1 described respect as a “structural beam” in organizations that holds the culture together. This week we’ll look at how to take two very different kinds of leadership actions that are both required for building and maintaining a culture of respect.

  1. Requiring respectful behavior (putting in expectations and support) AND
  2. Eliminating negative behavior (stopping disrespectful behavior quickly)

One or the other of these approaches will not likely be successful on its own.

Requiring Respectful Behavior:

If you eliminate disrespectful behaviors without communicating the respectful behaviors that are expected, people don’t know when they’re going outside of behavioral expectations until they make a mistake. This approach leaves too much to chance and can impact employee engagement and stress.

Resources:

40 Ways to Build an Ethical Culture (An Ethical To Do List)

Reflections on Respecting Differences

Seeing Beyond Borders and Walls

Leaders: What is Missing in Convenient Actions? Values

3 Steps For Dusting Off Your Leadership in the New Year

Stopping Disrespectful Behavior

Communicating that respect is a value is a great start but it’s not enough. Many negative behaviors can spin off from unchecked disrespect and they tend to grow. If we say nothing and allow any disrespectful actions, then don’t we appear to be authorizing a suite of other disrespectful interpersonal ills including judging, blaming, name-calling and excluding? If you say you require respectful behavior, but allow any disrespectful behaviors to go unchecked, you aren’t really requiring respectful behavior, are you?

Resources:

Yes, Leaders, Behavior Matters

Building Trust: What to Weed Out

40 Ethical Culture Gaps to Avoid

Just Say No to Ten Behaviors That Kill Competence

Every Decision Changes the Ethical Culture Equation

5 Ways CEOs Can Build an Ethical Culture

Leaders are Culture Caretakers: 10 Actions For Success

5 Signs Your Culture is Failing

Take a moment to evaluate the “respect structure” in your organization. How well are you requiring respectful behavior AND eliminating disrespectful behavior? Both are required for building a culture of respect. 

 

 

 

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Respect, Interpreted Part 1

By Linda Fisher Thornton

I believe that respect is a key structural beam supporting the organizational “house.” Without it, trust falls, productivity falls, engagement drops and turnover increases. It becomes harder to attract top talent for open positions in organizations where respect is not a minimum standard. Without respect, an organization’s culture becomes structurally unsound and devolves into “a house of cards” at risk of many negative impacts beyond those mentioned here. 

With respect as a minimum standard for which people are held accountable, an organization creates a “positive shield’ that deflects a wide range of negative interpersonal behaviors. If we require respect, for example, then discourages a wide range of negative behaviors including judging, blaming, name-calling or excluding.

By requiring respect as the MINIMUM standard, we are creating a preventive and protective shield that protects the organization’s culture. 

Think of what happens to a house when a structural beam is removed. It collapses in on itself. That is what begins to happen to organizational culture the moment a single word or action that is disrespectful is “approved” through silence. Why is silence considered approval? Thomas Paine famously said “A long habit of not thinking a thing wrong gives it a superficial appearance of being right.” When leaders look the other way, they are on the path to making a disrespectful act appear “right” whether that was intended or not. Granted, talking about respect is difficult and we don’t have clear instructions for how to build a culture of respect. Or do we? Stayed tuned for Respect, Interpreted Part 2.

 

 

 

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Ground Rules for Talking About Controversial Topics

By Linda Fisher Thornton

Talking about controversial topics has become a daunting task. There are some things we can do, individually and collectively, to improve those difficult conversations. The important points below may be useful to review as ground rules for discussing potentially emotionally charged issues:

CHARACTER

  • Agree on the values that are important to honor. Stay centered in that list of ethical values, not the opinions and wants of each “side” 

TEMPERAMENT

  • Follow ground rules that include mutual respect, listening and avoidance of blaming, labeling or attacking

JUDGMENT

  • Use good thinking, actively questioning your own assumptions, biases, and motives

INCLUSION

  • Consider all humans equally important with equal rights

CARE

  • Demonstrate care for all others involved in the conversation, and really listen to what they think is important

CONSTITUENT – AWARENESS

  • Consider the full impact on all constituents, paying special attention to those constituents not represented in the conversation

LONG-TERM IMPACT

  • Think about the long-term impact of decisions, in addition to the short-term benefits

EXPLORING MULTIPLE VARIABLES

  • Avoid oversimplifying issues by exploring many different variables related to the issue 

USING A SYSTEMS APPROACH

  • Move beyond simple cause-and-effect thinking when discussion solutions. Think about the issue in terms of how it fits into bigger systems, and how other variables beyond those in the conversation can impact outcomes

Are you able to keep conversations civil and productive? Share your tips in a comment below!

 

 

 

 

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Top Post Series of 2018: Leading in Context Blog

By Linda Fisher Thornton

The Top Post Series this year reflects a concern I have that many other people must share. It is a concern about what can happen when we don’t use ethical thinking.

This series answers the important question “Why should we take the time to think intentionally about the ethics of our decisions and actions?” Today I’ll share a quote from each post in the series that will give you a quick overview of the topic.

Here’s the most popular Leading in Context Blog series of 2018 – Why Ethical Thinking Matters. 

Why Ethical Thinking Matters (Part 1)

“If we just teach people skills, without upgrading their thinking, we are not preparing them for success in the real world.”

Why Ethical Thinking Matters (Part 2)

“You can’t solve a complex multidimensional puzzle a few pieces at a time.”

Why Ethical Thinking Matters (Part 3)

“In a world of ethical complexity, leaders need to learn CLEAR and COHERENT ethical thinking.”

Why Ethical Thinking Matters (Part 4)

“Leaders are ethical brand value ambassadors.”

Why Ethical Thinking Matters (Part 5)

“Ethical thinking doesn’t just HAPPEN in a rapidly changing global environment.”

This timely series includes compelling reasons for making ethical thinking a priority in your board rooms and training rooms this year. 

 

 

 

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Top 10 Posts 2018: Leading in Context Blog

By Linda Fisher Thornton

Of the 52 individual posts published on the Leading in Context Blog in 2018, these 10 were the most popular. See if you notice a theme that connects these new topics that readers accessed most frequently:

29 Flawed Assumptions About Leadership

70 Trends to Watch in 2019

Are You Leaving a Positive Legacy? (10 Questions Across 5 Dimensions)

Lead With Questions, Not Answers

22 Resources For Developing Ethical Thinking

Seeing the Nuances of Ethical Leadership (A Developmental Model)

Dealing With Complexity? Use Ethical Thinking (Guest Post)

TAP Into Trust With These 12 Principles

50 Trends to Follow in 2018

Fear is a Poor Advisor (Moving us Away From Ethical Thinking to Protect Us)

If I had to pick a theme for these posts that were most popular in 2018, it would be Looking For a Better Kind of Leadership. 

 Which post was your favorite? If you have ethical leadership topics you want to learn more about, comment on this post, or tweet your idea to @leadingincontxt!

 

 

 

 

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Ethical Thinking: 5 Questions to Ask in the New Year

By Linda Fisher Thornton

Each year I raise questions that help leaders stay current as ethical expectations change. Here are 5 new questions to tackle as we head into a New Year. 

  1. Where are our areas of strength and our gaps in adapting to increasing ethical expectations?
  2. What will we do to close the gaps we’ve identified within the next 3 months?
  3. What evidence will we look for to prove that we have closed the gaps?
  4. How will we make this a regular conversation so that we can avoid gaps in the future?
  5. How will we help others answer these important questions?

Expecting ethical challenges is easy. Preparing to handle them well is more difficult. Schedule time to work through these difficult questions with your teams as we head into the New Year. 

Top 100 Leadership Blog

 

 

 

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