Ethical Thinking: Sifting For Values

By Linda Fisher Thornton Most people think about ethics, at least some of the time. Ethics comes to mind during ethics training, ethics conversations, when people are thrown into ethically complex situations, and when trying to understand current events. While we may think about ethics from time to time, ethical thinking is different. It is the process of actively considering how our choices align with ethical principles, and how those choices could impact our constituents. It is proactive, intentional and consistently applied.

Leadership Isn’t Cushy (Human Development Required)

By Linda Fisher Thornton There's a powerful connection between responsible leadership and human growth and development. It's not easily visible to leaders, so today I'm digging into how these important variables intersect and how they should inform our approach to leadership development.

Pandemic Leadership: 3 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 three new questions to ponder as we head into a New Year. They are important questions about our ethical intentions, action and impact that will help guide our choices in the coming year.

5 Ways to Avoid Opinions That Lack Insight and Understanding

By Linda Fisher Thornton Lately we've been seeing too much content that is not grounded in understanding. Some of it is intentionally misleading and some of it is well-intentioned but misinformed.

COVID-19 Response: 12 Resources for Business

By Linda Fisher Thornton It's important to understand the business impact of the Coronavirus challenge when making critical business decisions. A sound understanding of the situation combined with ethical values will help us make leadership decisions that will be good for our customers and the long-term viability of our business.

Leading With Values During the Pandemic

By Linda Fisher Thornton As we all grapple with the pandemic, I am grateful to see so many businesses sharing resources and ideas freely and finding a way to do some good for others. Our current challenges can only be managed with everyone pulling together to make good choices. Today I'm sharing three key values that should drive our decision making at this time when everything we carefully planned has been turned upside down.

Truth and Misinformation: How to Spot False Narratives (Part 3)

By Linda Fisher Thornton This is Part 3 in a Leading in Context blog series sharing information on how to spot misinformation and false narratives. In case you missed them, Part 1 explored truth and narrative, and Part 2 examined how data and motives related to the truth. Part 3 will address the importance of media literacy.

Truth and Misinformation: How to Spot False Narratives (Part 2)

This is Part 2 in a Leading in Context blog series sharing information on how to spot misinformation and false narratives. In case you missed it, Part 1 explored truth and narrative. In Part 2, I will explore how data relates to the truth.

The Voice of the (Un)Ethical Leader

By Linda Fisher Thornton There is great variation in how leaders "use their voice" in pursuit of their work. Some use it to engage and empower others, others use it to deflect unwanted observations or to create distance that isolates…

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…

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.