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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Human Rights: 70 Years

By Linda Fisher Thornton

I had the privilege of hearing best-selling author Blanche Wiesen Cook speak at The University of Richmond last night. Her topic was “Toward an Inclusive Democracy: Eleanor Roosevelt’s Legacy.”  Cook has spent many years researching and writing about Eleanor Roosevelt’s life and journey. During the inspiring talk, Cook noted that the Universal Declaration of Human Rights, which Eleanor Roosevelt championed, is turning 70 this month.

Now is the perfect time to learn about Eleanor Roosevelt’s human rights journey and the Universal Declaration she championed. It is timely for us to reflect now on how far we have left to go on the journey toward honoring the rights and dignity of every human who resides in our global village. 

Cook shared Eleanor Roosevelt’s sage advice to “BE BOLD” and “Talk to one another when we disagree.” That advice will  serve us well as we work to overcome differences and uphold ethical values. Why is this 70 year human rights journey so important now? The baton has been passed to us, and we must run the next lap. 

Top 100 Leadership Blog

 

 

 

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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

 

 

 

 

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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

 

 

 

 

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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

 

 

 

 

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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. 

 

 

 

 

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©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.

 

 

 

 

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