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]

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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©2019 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. 





Click the cover to read a free preview!  

©2018 Leading in Context LLC


Why Ethical Thinking Matters (Part 1)

By Linda Fisher Thornton

To celebrate 7 Lenses going into its second printing (big news!), this is the first post in a special series focused on Why Ethical Thinking Matters. I’m hoping the strategies shared in this series will give you a fresh perspective on your talent development plans for 2018.

Ethical thinking drives ethical choices and behavior. Marcus Aurelius said “Our life is what our thoughts make it.” According to Buddha, “We are what we think. All that we are arises with our thoughts. With our thoughts, we make the world.” I believe that leadership development efforts must address the values-based thinking behind good leadership, or it will not lead to good leadership. If we just teach people skills, without upgrading their thinking, we are not preparing them for success in the real world.

Evidence Of The Gap: While most companies have stated values, one recent survey found that less than half of them actively lead with those values. According to, The Impact of Equality and Values Driven Business, “Although 10 out of 18 senior executives surveyed at the 2017 New York Times New Work Summit said that their companies clearly define their values, only 40% of business professionals say their company leads with its values.”

You may already realize that ethical thinking is important, and if you do, I ask you to spread the word. To help you champion the cause in your organizations and on social media, I have included the business case below.

Leaders need to learn how to think WITH values so they can APPLY them to their daily challenges. 

We need to help leaders ramp up their thinking skills to be able to successfully APPLY positive ethical values to increasingly complex situations. If we don’t, they’ll still have to make leadership decisions every day, but those decisions may not align with our organization’s ethical values. They may not meet the ethical expectations of customers, employees and other key stakeholders. And even though they’re in leadership positions, they won’t be ready to teach the organization’s values to their teams. 

Helping leaders learn ethical thinking means they will be able to APPLY ethical values in their daily decisions and actions. That ability brings many positive benefits to the organization, including: 

Improved Positive Outcomes, Reduced Risk

“Ethical leadership has been shown to cause a host of positive outcomes, and to reduce the risk of many negative outcomes. Leadership may therefore be the most important lever in an ethical system designed to support ethical conduct.”, Leadership

 Competitive Advantage

“Virtuous organizations, like virtuous people, outperform their peers over time. The ethical values guiding the world’s most successful organizations are cheap but powerful sources of competitive advantage.”

SHRM, Shaping an Ethical Workplace Culture

Improved Connection With Customers and Employees

“Business leaders who take the next step to not only define but actually lead with values are better positioned to connect with their customers and employees.”, The Impact of Equality and Values Driven Business

Improved Trust, Which Drives High Performance

“Simply put: High ethics creates high trust. High trust creates high performance.”

SHRM, Shaping an Ethical Workplace Culture

Only when leaders learn to think using ethical values will they be able to successfully apply those ethical values to their decisions and action, every day.

Read the next post in the series: Why Ethical Thinking Matters (Part 2)Top 100 Leadership Blog







©2018 Leading in Context LLC




Ethical Leaders Take Time To Think

By Linda Fisher Thornton

What sets ethical leaders apart from other leaders? They take the time to THINK before making decisions. And that’s not all they do that sets them apart. While they’re thinking:

  • They’re listening to those they lead and seeking input
  • They’re intentionally learning about the nuances of the context
  • They’re wrestling with how to do the right thing

The Quick Answer Is Risky

While it may be satisfying for leaders to give QUICK answers to a complex problem, there are risks associated with those quick responses:

  • The quick answers may create more problems than they solve (because the context is not yet fully understood)
  • The quick answers may not be as polite or inclusive or respectful as they should be (because there’s no thinking process, which is necessary for managing emotions)
  • The quick answers reveal a leader’s lack of careful thinking (to those who did take the time to understand the context).

When ethical leadership is required, the QUICK answer is risky business. 

When is ethical leadership required? – Every moment of every day, on every project, in every role, while taking on every challenge and making every decision. 

Ethical leaders take time to think before acting in all of these moments. When they encounter a similar problem in the future, they still take time to think. They don’t assume they have all the information they need, because they know that the context is perpetually changing. 

Top 100 Leadership Blog





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Unleash the Positive Power of Ethical Leadership®

©2017 Leading in Context LLC


9 Ethical Roles: Is Your Leadership Team “All In”

By Linda Fisher Thornton

I blogged a while back about the Critical Roles of the (Ethical) CEO. I realized later that these important ethical roles apply not just to CEOs, but also to all senior leaders in an organization. And if front line leaders don’t carry these roles throughout the organization, there will be gaps in the culture. 

An ethical culture will only happen if the leadership team is “All In.” 

We should prepare leaders to take on these 9 important roles, to help them be “All In” in the quest for ethical culture building: 

Critical Roles of the Ethical Leader

Ethical Leadership Role Model

High Level Trust-Builder

Champion For Ethical Values

Ethical Prevention Advocate

Highest Leader Accountable For Ethics

Accountability Consistency Monitor

Ethics Dialogue Leader

Ethical Decision-Making Coach

Ethical Culture Builder

Through these important roles, leaders communicate, model and coach ethical thinking and action. That process increases the ethical capability of the organization over time, protects it from problems, and keeps the work environment positive.

Is your leadership team “All In” in taking on these roles and championing ethics throughout the organization? Help each leader develop the skills and confidence to handle these important roles. 

Top 100 Leadership BlogNEW Leadership Webinars –  Unleash the Positive Power of Ethical Leadership!
6/8/17 – Communicating About Ethical Values: How To Talk About What Matters
7/11/2017 – Developing Leadership That Inspires




Ethical Leaders See Their Choices Through All 7 Lenses

Includes case examples and questions.


Click the book cover for a preview.  

Unleash the Positive Power of Ethical Leadership®

©2017 Leading in Context LLC


50 Ways To Lead For Trust (Part 2)


By Linda Fisher Thornton

This post is the second in a series of 50 Ways to Lead For Trust. Part 1 included the first 15. Here are the next 15 things you can do to be a more trustworthy leader and to build a high level of trust in your workplace:

16. Be Morally Aware

17. Respect Boundaries

18. Be Transparent

19. Clarify Mission and Vision50-Ways-to-Lead-For-Trust

20. Clarify Values

21. Make Ethics a Priority

22. Create The Space to Talk About Difficult Issues

23. Be Calm

24. Be Thoughtful

25. Give People Room to Work, Room to Succeed and Room to Grow

26. Answer Questions Openly

27. Address The Grey Areas

28. Respect Others

29. Respect Differences

30. Stay Competent

Choose at least one of these leader actions to implement this week. Make trust building a priority!

Top 100 Leadership Blog




Prepare Your Leaders For Ethical Leadership Future – Help Them Learn To See Through The 7 Lenses®. 

A guide to how ethical expectations are increasing, and what you can do to stay ahead of the curve.
Unleash the Positive Power of Ethical Leadership®
©2015 Leading in Context LLC


Just Say No To 10 Behaviors That Kill Competence

20140322_142728By Linda Fisher Thornton

On the lifelong quest to become our best selves, we must stretch and grow and learn from our mistakes. Being a flexible and willing learner, we more easily stay competent as the world changes. 

Here are 10 things that we must NEVER do if we are to accomplish the elusive goal of becoming our best selves:

Just Say No To 10 Behaviors That Kill Competence

  1. Being Too Busy For Professional and Personal Development
  2. Refusing to Use Time-Saving Tools Because We Don’t Want to Learn Them
  3. Ignoring Signs That We Need to Change
  4. Thinking Current Trends Are “Just a Fad” That Will Pass
  5. Refusing to Read or Be Open To Anything That Disagrees With Our Point of View
  6. Working Harder But Never Smarter
  7. Refusing to Listen To Feedback
  8. Thinking We Can Treat People Any Way We Want To, Using Any Kind of Colorful Language 
  9. Stubbornly Clinging To An Opinion In the Face of Overwhelming Evidence To the Contrary
  10. Doing The Same Things We’ve Always Done (As the World Changes….)

Why Are These Behaviors Competence Killers?

If we say Yes to any of these behaviors, we are no longer adding value. We are no longer learning.

We have moved from being an organizational asset to being a liability.

Competence is a critical part of responsible leadership. We may miss some steps along the way and make mistakes as we learn, but we should always make it a priority to stay competent. Say NO to these 10 behaviors that kill competence.

Top 100 Leadership Blog





Who’s Talking About 7 Lenses?

Benefits of the 7 Lenses Model

Ordering Information   Unleash the Positive Power of Ethical Leadership®

©2015 Leading in Context LLC


Three Questions – Are Our Leaders Ready For The Future?

By Linda Fisher Thornton

Our future success is in the hands of our leaders. They will be the ones to notice and remove roadblocks, mentor employees and foresee future opportunities. They will be the ones to tackle the seemingly unsolvable problems of the future. Are they ready?

“Your organization’s future success depends on identifying and developing the next generation of its leaders.”  

Harrison Monarth, “Evaluate Your Leadership Development Program,”, January 22, 2015

Do they know how to think through complexity? Can they deal with it effectively while also making ethical decisions?

Organizations may prepare leaders to handle the challenges they face now, but that approach leaves them behind the curve of change.

These three questions will help you consider how ready your leaders are for the future:

Three Questions– Are Our Leaders Ready For The Future?

1. Are leaders capable of handling the complexity of work life and meeting ethical expectations?

            If so, how can we build on what they know in mentoring leaders across the organization?

            If not, is our approach to leadership development too oversimplified to be helpful?

2. Are leaders crystal clear about what ethical leadership requires of them in a global society?

            If so, how are we sharing that knowledge at every level?

            If not, is our ethical leadership information too vague to be actionable?

3. Are leaders bringing out the best in those they lead by leading with positive values and building trust?

             If so, how can customers, partners, suppliers & other stakeholders benefit from what we’ve learned?

             If not, how can we intentionally build a high-trust culture where people can do their best work?

Your leaders face information overload, globalization and increasing complexity. And they hold the key to your organization’s future. Make it a priority to help them be ready.

Top 100 Leadership Blog





Prepare Leaders For Ethical Leadership Future.

 7 Lenses is a positive solution – providing 7 Lenses and 14 Guiding Principles for leading responsibly in a complex world (Foreword by Stephen M. R. Covey)

Includes case examples and questions for leadership improvement.   Unleash the Positive Power of Ethical Leadership™

©2015 Leading in Context LLC

What is Authentic Leadership?

How Do We Define Authenticity in Leadership?

Most people would agree that authentic leadership is a good thing. But what does it mean? What qualities do authentic leaders possess that set them apart from other leaders? Wikipedia provides many different interpretations of authenticity including this passage:

“Authenticity is something to be pursued as a goal intrinsic to “the good life.” And yet it is often described as an intrinsically difficult state to achieve, due in part to social pressures to live inauthentically, and in part due to a person’s own character. It is also described as a revelatory state, where one perceives oneself, other people, and sometimes even things, in a radically new way. Some writers argue that authenticity also requires self-knowledge, and that it alters a person’s relationships with other people. Authenticity also carries with it its own set of moral obligations.”                                                                                                                                                                 Wikipedia, Authenticity

The Stanford Encyclopedia of Philosophy describes authenticity as both personal and social: “The prevailing view seems to have been that, by turning inward and accessing the “true” self, one is simultaneously led towards a deeper engagement with the social world. This is why Taylor (1989: 419–455) describes the trajectory of the project of authenticity is ‘inward and upward’.”

What Are Its Inner and Outer Dimensions?

I believe that the following 14 personal, interpersonal and societal dimensions together form what we think of as authenticity. They involve overcoming the internal and external barriers to living an intentional, aware and ethical life. See if you agree.




Takes Responsibility

Has High Ethical Standards

Fully Present/Aware of Reality



True to One’s Self

Aligned in Thought, Word and Deed (Has Integrity)

Committed to Growth and Learning


Fully Respectful and Inclusive

Cares About Others



Has An Identified Life Purpose or Calling

Reaches Individual Potential in Ways That Benefit Society


Growth Required

Discovering our authentic selves often involves venturing into areas where we are not a bit comfortable, but where we believe we can find meaning in our work and lives. As Herminia Ibarra wrote in her article Managing Authenticity: The Paradox of Great Leadership (HBR, January 2015) “The only way we grow as leaders is by stretching the limits of who we are—doing new things that make us uncomfortable but that teach us through direct experience who we want to become.”


Top 100 Leadership Blog






Are you leading through all 7 Lenses?
   Unleash the Positive Power of Ethical Leadership™

©2015 Leading in Context LLC

7 Questions For Ethical Culture Building

By Linda Fisher Thornton

We create organizational culture through strategic choices and daily actions. If we imagine building our culture as creating an elaborate painting, what will we depict on the canvas? Will we work together to carefully paint a background theme of positive values, or will we just give everyone brushes and “see where it goes?”

122314PerfSysGrphcThe graphic shows ethical leadership as a human performance system. At the center of the system are Positive Ethical Values and Trust. The arrows show a perpetual process of communicating and reinforcing values and ethical choices.

Having seen this model, ask yourself these questions to assess how well ethical values are “painted” onto your cultural canvas:


1. If a group of strangers walked into our organization for the first time and spent the day with us, what would they say is on our cultural canvas? What values would they see in action?

2. What positive ethical values do we make the focal point of our culture?

3. How will we “paint” those values in a lasting way onto the canvas of our culture?

4. How will we build the deep level of trust that is necessary for open conversation?

5. How will we align all of our messages and reward systems to aim directly toward the ethical values we say are important?

6. How will we prepare leaders to paint ethical values onto our cultural canvas through their daily leadership?

7. How will we know when everyone in the organization is committed to our values? What will we see happening?

When we communicate clear values and make trust a priority, we are creating positive conditions for:

  • making a lasting difference
  • bringing out the best in the organization
  • protecting our ethics

When our cultural canvas is clearly painted with ethical values and trust, the result may be a true masterpiece – an ethical organization.


  7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
  2014 Axiom Business Book Award Winner 
  About 7 Lenses
Unleash the Positive Power of Ethical Leadership™                                                                                        


©2015 Leading in Context LLC

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


By Linda Fisher Thornton

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

© 2013 Leading in Context LLC

© 2013 Leading in Context LLC

1 – Profit

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

2 – Law

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

3 – Character

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

4 – People

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

5 – Communities

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

6 – Planet

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

7 – Greater Good

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

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


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


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

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

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

© 2014 Leading in Context LLC 

How to Build an Ethical Culture


2013-08-06 18.38.33By Linda Fisher Thornton

Today I’m sharing hand-picked resources about how to build an ethical culture. The most recent one was just published this week by Government Executive magazine. They acknowledge complexity, and are based on performance improvement and ethical principles. 

This collection provides practical advice for how to build high trust cultures and keep the ethics conversation alive. Use it to create workplaces where people thrive and where “ethical” is a way of life.

Ethical Culture Building

How to Build a Strong Ethical Culture at Your Agency Government Executive (just published this week!)

Got Ethics? Are You Positive? Leading in Context Blog

Managing Ethical Leadership as a Performance System Leading in Context Blog

How Do We Achieve Corporate Integrity? Leading in Context Blog

5 Ways CEOs can Build an Ethical Culture Leading in Context Blog

Building an Ethical Culture (Webcast), ASTD, The Public Manager Webcast (Requires entering email address)

Ethical Leadership Culture: The Case of the Dissenting Senior Leader, Leading in Context Blog

Bringing Out the Best in People and Organizations, Leading in Context Blog

Well-Being is Trending, Leading in Context Blog

Having Meaningful Ethics Conversations

What is Ethical Leadership? Leading in Context Blog

Leading the Conversation About Ethical Leadership, Leading in Context Blog 

How Current is My Message About Ethics? Leading in Context Blog

Getting Past Murky Uncertainty Leading in Context Blog

Developing an Ethical Mindset

What Ethical Leaders Believe, Manifesto via

It’s Not About Us, Leading in Context Blog

15 Ways to Encourage Moral Growth in Leadership, Leading in Context Blog

Ethics Isn’t Finite: It’s Evolving, Leading in Context Blog

Trust Building

10 Things Trustworthy Leaders Do, Leading in Context Blog

Building Trust: What to Weed Out, Leading in Context Blog

Ethics and Trust are Reciprocal, Leading in Context Blog

Developing Ethical Leaders

Dealing With Complexity in Leadership, Leading in Context Blog

5 Leadership Development Priorities, Leading in Context Blog

Developing the Ethical Leader of the Future, Leading in Context Blog

522For more, see Linda’s book 7 Lenses 

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

© 2014 Leading in Context LLC 

10 Forces Fueling the Values-Based Leadership Movement

By Linda Fisher Thornton

I believe that values-based leadership is gaining momentum. Recently I was asked to explain why I think so, and I thought I would share my answer in today’s blog post. Here are a number of trends that I see that are working together to fuel the movement toward leading with positive values.

Values-based leadership is gaining momentum, and it’s fueled by a convergence of positive trends.

These forces are coming from various directions and perspectives, all leading toward positive, proactive values-based leadership. See if you recognize any of them, and feel free to comment with your additions to the list.


ValuesBased Leadership TrendsFINALCrop


How do forward-thinking leaders define “doing well?” They don’t define it as simply reaching financial projections and avoiding lawsuits.  They define it as always leading with values. They define success in terms of mutual benefit – creating shared value for multiple stakeholders and making a positive difference. 



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

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

© 2014 Leading in Context LLC 


What is the Greater Good?

by Linda Fisher Thornton

What is the Greater Good?

As leaders, we must think beyond our own interests to the interests of those we lead and serve, and the interests of communities and the world. We must take a long-term view, keeping in mind the broad impact of our day-to-day decisions.

Many people refer to the “greater good” as an important part of leading ethically, and use different words to describe it. The descriptions they use collectively paint a picture of a responsibility to think beyond ourselves and to work for a better, inclusive society.

These are some of my favorite observations on the question “What is the Greater Good?”

“In terms of power and influence you can forget about the church, forget politics. There is no more powerful institution in society than business… The business of business should not be about money, it should be about responsibility. It should be about public good, not private greed.”

Anita Roddick, Business as (Un)Usual: My Entrepreneurial Journey, Profit With Principles, Anita Roddick Books

“People are autonomous individuals who may rightfully strive to achieve outcomes and goals that will personally benefit them, but as members of a human community are they not obligated to consider other’s outcomes, variously termed the public interest, the greater good, or the common good?”

Jepson School of Leadership Studies, The University of Richmond [Symposium Announcement], For the Greater Good of All: Perspectives on Individualism, Society, and Leadership, online at

“…an underlying moral presence shared by all humanity – a set of precepts so fundamental that they dissolve borders, transcend races, and outlast cultural traditions. English scholar and author A. H. Halsey, from his office at Oxford University, calls it ‘a moral dimension’ that permeates all of human activity. Father Bernard Przewozny, from his monastery outside of Rome, speaks of ‘certain absolute norms.’ Stanford University’s John Gardner simply calls it ‘common ground.”

Rushworth M. Kidder in Shared Values for a Troubled World: Conversations with Men and Women of Conscience, Jossey-Bass

“If the world were to agree on a vision of the common good, what might it be? Frances Hesselbein argues that to some extent such a vision already exists, one that embraces healthy children, strong families, good schools, decent housing, and work that dignifies, all in the cohesive, inclusive society that cares about all of its people.”

John C. Knapp in For the Common Good: The Ethics of Leadership in the 21st Century, Praeger

“The common good, then, consists primarily of having the social systems, institutions, and environments on which we all depend work in a manner that benefits all people. Examples of particular common goods or parts of the common good include an accessible and affordable public health care system, and effective system of public safety and security, peace among the nations of the world, a just legal and political system, and unpolluted natural environment, and a flourishing economic system. Because such systems, institutions, and environments have such a powerful impact on the well-being of members of a society, it is no surprise that virtually every social problem in one way or another is linked to how well these systems and institutions are functioning.”

Manuel Velasquez, Claire Andre, Thomas Shanks, S.J., and Michael J. Meyer, The Common Good, Santa Clara University Website, online at 

Clearly, when leaders consider the “Greater Good” they are taking a level of responsibility that extends far beyond their corporate walls.

  • Responsibility
  • for things that are greater than ourselves
  • that benefit others, and
  • that represent standards of well-being for all of us.
  • Responsibility
  • for being respectful to others,
  • for being inclusive, and
  • for acting as a citizen of the global community.
  • Responsibility
  • for supporting justice and peace,
  • for supporting healthy social systems,
  • for protecting the environment, and
  • for contributing to the well-being of society


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

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

© 2012 Leading in Context LLC 

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