5 Insights Into Leadership Development Future (Part 5)

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By Linda Fisher Thornton

This is the 5th post in a series called 5 Insights Into Leadership Development Future. 

Here are the 4 previous posts in the series in case you missed them:

Part 1 on Global Trends

Part 2 on Wholeness 

Part 3 on Growth and Human Development

Part 4 on Positive Ethical Values and the Search For Meaning

This final post will build on the previous 4 posts in this series and discuss how to prepare leaders for the workplace of the future. 

To help leaders adapt to increasing global leadership expectations and catastrophic change, we’ll need to: 

  • RETHINK everything we’re doing to help people succeed in leadership
  • ZOOM OUT to give them the whole picture, and 
  • REBUILD their leader awareness at a higher level

Author’s Note: I have packed three years of leadership research across disciplines into the guide 7 Lenses to help you navigate the process. Chapters where you’ll find specific topics are noted below.

To respond to increasing ethical expectations and the need for meaning and growth, we’ll need to discuss:

  • Leadership as Both a Responsibility and an Opportunity (Part I)
  • Leadership as Relational (Chapter 5)
  • The Impact of Ethical Values on Creating a Positive Workplace Culture (Chapters 2 and 5)
  • The Human Impact of Trust (Chapter 5)

To help leaders take their thinking to a higher level, to handle the complexity of their challenges, we’ll need to dig into:

  • How Thinking Drives Behavior (With or Without a Leader’s Permission) (Chapter 6)
  • The Broad-Reaching Impact of Leader Choices (Chapter 3)
  • How Ethical Leaders Must be Personally and Contextually Congruent (Chapter 4)
  • The Kind of Thinking That Ethical Leaders Choose to Use (Chapter 6)

To help leaders stay motivated while they’re learning, we’ll need to provide:

  • Insight Into the Long-Term Nature of the Leadership Learning Journey (Chapter 1)
  • Tangible Benefits (to Leaders and Organizations) of Proactive Ethical Leadership (Chapter 2)
  • Tools and Strategies for Handling Complexity (Chapter 3)
  • Our Evolving Understanding of the Purpose of Leadership (Chapter 8)

We are learning our way forward in developing leaders for the workplace of the future while they are learning their way forward through complexity, economic challenges and catastrophic change. We will need to stay ahead of that curve to prepare them. 
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Prepare Your Leaders For Ethical Leadership Future – Help Them Learn To See Through The 7 Lenses®. 

Includes how ethical expectations are increasing, and what you can do to stay ahead of the curve.

Click the cover to read a free preview!

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC

Leaders, Don’t You Care? (9 Red Flags That Tell Employees You Don’t)

By Linda Fisher Thornton

Demonstrating care is one of the hallmark requirements of good leadership. In addition to caring about what happens in our own careers, we must CARE about people, about their success, and about creating a positive work environment. If leaders don’t seem to care, that harms the organization’s culture.

The 9 behaviors below are red flags for employees – pointing out that a leader doesn’t care.

9 Red Flags That Tell Employees You Don’t Care

  1. Being too busy to meet with people
  2. Not showing interest in people or their success
  3. Asking about how someone is doing, then losing interest or becoming distracted when they answer
  4. Breaking promises, not acting on commitments
  5. Telling people you’re sure they’ll figure it out on their own when they come to you for help
  6. Failing to recognize accomplishments and milestones
  7. Asking people to do some of your work, then taking credit for it
  8. Withdrawing during times of change when support is most needed
  9. Making YOUR OWN success more important than THEIRS (missing the point that as a leader, their success is the measure of your own)

All 9 of these choices hurt employees who want to do their best and who want a manager who believes in them. They are behaviors that damage trust, reduce engagement and limit productivity. 

The bottom line? Acting like you don’t care might work if you’re leading a team of robots – but people expect more.

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

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Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC

What Does it Mean to “Be a Leader?”

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By Linda Fisher Thornton

Leadership is not about being “in charge” or standing “at the front of the room” or “exercising personal power.” Authentic ethical leadership flips that paradigm. 

The authentic ethical leader is:

  • Standing beside, encouraging, supporting, guiding
  • Standing in the back offering encouragement
  • Stepping aside when people are capable of doing the work without support
  • Stepping forward to remove obstacles and clear the path for success
  • Taking responsibility and sharing credit
  • Being available and ready to help

This is the work of leadership.

Do not be fooled by someone trying to use power for personal gain. Bottom line — If it’s loud, self-serving and egotistical, it’s not leadership. 

 

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

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5 Insights Into Leadership Development Future (Part 2)

By Linda Fisher Thornton

This post is Part 2 in a series called “5 Insights Into Leadership Development Future.” Each post in this series will address trends in leadership development and how to prepare leaders for success in a complex, connected global society (In case you missed it, Part 1 addressed trends in ethical awareness, leading with values and changes in the learning landscape). 

GIVE LEADERS THE WHOLE PICTURE

We are beginning to think more holistically about the leadership role, including its global scope and broad impact. Today I want to describe the important trend toward wholeness that is helping us improve our effectiveness in many arenas and will be changing our approach to leadership development.  

Have you noticed that: 

  • In health care, we are moving away from just treating symptoms to supporting wellness
  • In the workplace, we are moving away from focusing on treating specific individual groups of people well toward a goal of full inclusion
  • In education, we are (slowly) beginning to embrace preparing the whole child for a good life rather than focusing only on knowledge and test scores
  • In religion, we are beginning to understand common values, rather than focusing only on separate religious traditions
  • In business, we are beginning to think about ourselves as one global community rather than just a disparate set of countries and boundaries

This trend toward wholeness is informing approaches to leadership development in important ways. To see how well you’re helping leaders adapt to this trend, ask yourself:

Are we giving leaders the whole picture and expanding their awareness of how things connect? Are we helping them see global patterns and trends? – Help Them See the Connections

Are we developing them as whole leaders, addressing their thinking processes and habits and not just their observable skills? – Help Them Understand Their Own Leadership Terrain

Are we giving them a holistic picture of leadership responsibility and not just focusing on laws and ethics codes? – Help Them See the Full Scope of Ethical Leadership Responsibility

Applying the trend toward wholeness to the way we develop leaders can have powerful positive effects. For example, we can help leaders examine and improve their leadership thinking – to find out where they might be thinking narrowly and not holistically. 

Marian N. Ruderman, Cathleen Clerkin, and Carol Connolly From The Center For Creative Leadership extend an invitation in their white paper Leadership Development Beyond Competencies: Moving to a Holistic Approach – “We call upon leadership developers to work together as a concerned community, to move beyond the established competency approach to offer deeper levels of leadership development.”

Specific Actions You Can Take Now to Help Leaders Adapt:

  1. Address leader learning on the internal as well as external aspects of leadership, helping leaders learn to manage their unconscious thoughts and become aware of how their thoughts can affect their behavior
  2. Help leaders understand the dimensions of what it means to take responsibility in leadership
  3. Get them talking about the places where they are observing a trend toward wholeness, and the impact of this trend on their lives and leadership

More to Come: I will be continuing this series with more important trends in leadership development and actions you can take to help leaders adapt.  Stay tuned for Part 3!

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

Includes how ethical expectations are increasing, and what you can do to stay ahead of the curve.

Click the cover to read a free preview!

 

LeadinginContext.com  

Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC

The Future of “Leadership” (Do We Need a New Word For It?)

By Linda Fisher Thornton

While we are experiencing many global challenges, there is also a gradual global push toward better leadership.

There are many trends moving us toward a point where we clearly understand “leadership” to include good ethics and exclude any behavior that is purely self-serving or harmful to others. 

We have seen enough people making poor ethical decisions in the name of “leadership” to realize that we need to change something.  Some people may even think that things have gotten so bad that the term “leadership” should be replaced.

I disagree. Our understanding of what leadership means is evolving, so we shouldn’t throw out the word and replace it with a new one. We should continue the movement toward clearly re-defining it at a higher level.

What does redefining leadership at a higher level mean? 

  • When we say “leadership,” we will automatically include ethical responsibilities along with opportunities and benefits. 
  • When we say “leadership,” we will think “a privilege to serve” and not “a position of power.”
  • When we say “leadership,” we will think of the most humble, dedicated people who, working with others, try to leave the world better than they found it.

With this higher level understanding of leadership, we will never mistake a greedy, dishonest, fraudulent , harmful, toxic or care-less person who happens to have a title for a real leader. We will not be distracted by smoke and mirrors. We will look for substance and service. 

I am optimistic and I believe that this is the future of leadership. 

What do you think?  Are you ready to redefine leadership at a higher level? Are you ready to separate self-serving psuedo-leadership from real leadership?

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Bring Out Your Leadership Best: Learn To See Through 7 Lenses®. 

Includes how ethical expectations are increasing, and what you can do to stay ahead of the curve.

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Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC

No Shortcuts WIll Get You There

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By Linda Fisher Thornton

A for-profit company is an integral part of the global community, and its role is to provide value-creating services through the good work of good people. 

Good companies, like good citizens, make a commitment to positive purpose, positive intent and positive impact. That means that they do what’s right in the right way, showing concern for constituents and silent stakeholders.

People have tried shortcuts that go around respect, civility and tolerance, but there is no acceptable shortcut on the road to profit (or power) that “goes around ethics.”                                                                             — Linda Fisher Thornton

– See more at: http://www.fcpablog.com/blog/2016/4/26/starbucks-ceo-whats-the-role-and-responsibility-of-a-for-pro.html#sthash.t9eTeK4V.dpuf

Good leaders don’t divide the world – they don’t treat people well only when it’s convenient or profitable. They treat people well because that is what good people do. Morally developed leaders understand that despite our differences, we are all part of the same group – the human group. Treating people that way build good neighborhoods and communities, on a local and global scale.

Shortcuts won’t get you there. Good leaders know that the road to profit leads through good work, good leadership and good ethics.  While it’s tempting to take shortcuts, our global understanding of “good leadership” is moving past a self-centered view of things. It’s time for leaders to step up.

Read more insights from Trust Across America Trust Alliance Members and Top Thought Leaders in this post on the FCPA Blog.

 

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

Learn how ethical expectations are increasing, and how to stay ahead of the curve.

Click the cover to read a free preview!

 

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Unleash the Positive Power of Ethical Leadership®

©2016 Leading in Context LLC

 

What Are You Talking About (Ethically Speaking)?

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By Linda Fisher Thornton

There are many layers of meaning in ethics conversations. How far down are you going? Do you stop at surface messages or do you dig into real problems? See if you can find your ethics conversations below:

Layers of Ethical Conversation

 

SURFACE:

Corporate Messages

Marketing Slogans

Posters About Ethics and Integrity

STANDARDS:

Ethics Codes

Ethics Training

REALITY:

Tackling Real-Life Dilemmas That Are Difficult To Handle

How to Apply Ethics Expectations in Grey Areas and Between the Lines

What We Do Around Here When We Don’t Know the Right Thing to Do

 

Don’t lock down the ethics conversation at Surface and Standards. The level of Reality is where your employees want to talk about ethics. Don’t believe it? Just ask them. 

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

 
 
 
 
 
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The Power of Trustworthy Leadership

 

When-people-trust-theirBy Linda Fisher Thornton

Why is trustworthy leadership so powerful? How does it set a positive tone and lead organizations to better performance? These 5 reasons quickly come to mind.

 The Power of Trustworthy Leadership

1. Leading with values creates a safe work environment and builds trust.

2. When people trust their leaders, they are free to create amazing work.

3. When people trust their leaders, they are also more likely to trust each other.

4. Organizations with high trust release the natural creativity and potential of the people who work there.

5. The transformational effects of #1-4 above propel high-trust organizations to greater performance.

Leading in ways that build trust releases the inherent potential within the organization and its people. It brings out everyone’s best. And it’s gaining momentum. Are you part of the Trust Movement?

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

Includes case examples and questions.

 

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©2015 Leading in Context LLC

300th Blog Post: Answering Big Questions About Ethical Leadership

By Linda Fisher Thornton

I have spent the last six years answering the big leadership question “What does it mean to do the right thing?” The support, the unsolicited testimonials and the social shares of this work have been widespread and global. Could it be that the world is ready for a clear answer to this important question? 

I wrote 7 Lenses because I believed that we needed a clear answer to what it means to “do the right thing” in a global society. I believed that the answer was there, somewhere, and could be found by researching across disciplines, religions and geographic boundaries. It was a question well worth exploring. With a clear understanding of leadership responsibility and a framework for talking about it in all of its complexity, we could do business in ways that would also improved lives and communities. We could make a powerful positive difference through our leadership. 

Over three years of research and writing, I learned that “doing the right thing” means honoring 7 dimensions of ethical responsibility in leadership, not just one at a time, but all at the same time

© 2013 Leading in Context LLC

© 2013 Leading in Context LLC

 

Using these 7 Lenses (and the 14 Guiding Principles in the book for honoring them in daily leadership) gives us a holistic picture for leading ethically and teaching others. It gives us a high bar to reach for – the aspirational level of ethical leadership in organizations. It prepares us for the future as ethical expectations continue to increase.

Thank you for your feedback on 7 Lenses and for sharing the importance of proactive ethical leadership with your social communities. 7 Lenses is now being used by public and private universities to teach ethics and ethical leadership on three continents (if you are using it to teach, feel free to let me know!). Its message is reaching leaders across industries and around the world.

I enjoy blogging about the big ethical leadership questions, and welcome your input about what you want to read about that would further your leadership development. Below are some of the big questions I have been blogging about (and answers for today’s leaders). It is my hope that this blog will help you “do the right thing” on your journey to ethical leadership future.

What is Ethical Leadership?

How Are Ethical Leadership Expectations Changing?

What Does it Mean to Take Responsibility in Leadership?

Why Do People Often Disagree About The Right Thing To Do?

What is the Ultimate Goal of Leadership?

What is an Ethical Workplace?

What is Integrity?

What is Conscious Capitalism?

What is the Greater Good?

What is Authentic Leadership?

This blog has come a long way since the 150th Blog Post: Learning Out LoudThank you for making the Leading in Context Blog #37 on the Top 100 Most Socially-Shared Leadership Blogs of 2014!

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7 Lenses is Your Guide to the Future of Ethical Leadership

 

 

 

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©2015 Leading in Context LLC

 

 

 

5 Ways To Bolster Your Organization’s Ethical Immune System

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By Linda Fisher Thornton

I was thinking about organizational culture recently, and noticed an interesting parallel. Actions such as eating healthy foods, exercising and getting enough sleep all boost our individual immune systems. What actions can we take to boost our ethical immune systems? And how could doing that help us create more ethical organizations?

Building a healthy ethical culture where people take steps to protect ethics and reputation takes intentional effort. It requires regular attention, similar to the way we must eat healthy foods and exercise daily to maintain our individual health.

An ethical organizational culture doesn’t just “happen” without leadership support. To support the overall ethical health of your organization, I recommend taking these 5 important leadership actions (and avoiding the corresponding DON’TS that undo the positive effects of ethical immunity).

1. DO Intentionally Ground Every Aspect Of Your Culture in Positive Ethical Values

(DON’T Leave ethics vague and just expect people to “do the right thing”)

2. DO Clarify Exactly What Ethical Leadership Looks Like in Action 

(DON’T give people ethical guidelines and leave them to figure out how to apply them to their ethical challenges)

3. DO Provide Resources For Ethical Thinking and Decision Making

(DON’T assume that people can make sense out of highly complex situations and choose the most ethical choices)

4. DO Create a Safe Environment For Talking About Ethical Challenges and Questions

(DON’T let the conversations happen only in ethics training – that’s not where people struggle with getting ethics right)

5. DO Model Ethical Leadership From The Top Down*

(DON’T Exempt the CEO and Senior Leadership from accountability for ethical leadership)

 *Failure to model ethical leadership at the highest levels of leadership is a common problem, and it destroys ethical immunity. 

For more guidance on ethical culture building, see these related articles:

7 Questions For Ethical Culture Building

Critical Roles of the (Ethical) CEO

How to Build an Ethical Culture

 

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Linda Fisher Thornton’s book 7 Lenses is your guide to proactive ethical leadership (in 7 dimensions that are all important).

 

 

 
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©2015 Leading in Context LLC

12 Gifts of Leadership (Will You Give Them This Year?)

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By Linda Fisher Thornton

How do we lead when we want to bring out the best in people? These 12 Gifts of Leadership are on the wish lists of employees around the world. They aren’t expensive. They don’t require dealing with the hustle and bustle of holiday shopping, and one size fits all. Sure, these gifts are harder to give than a fruitcake, but they will be life-changing for those you lead.

12 Gifts of Leadership

  1. Ethical Awareness – When we make it a priority to stay ethically aware, people can count on us to protect their interests and the interests of the company.
  2. Care – When we show every day that we care about people (not the FAUX care that we see so often, but the REAL kind), they feel valued and secure.
  3. Humility – When we lead without looming over people, instead working beside them and involving them, they can contribute their best work.
  4. Competence – When we stay competent, we set the bar high for others, and create a learning environment that brings out everyone’s best.
  5. Open Communication – When we welcome input from everyone, regardless of level, we send a message that we value the insights and talents of the entire workforce.
  6. Respect – Respect makes people feel safe, and when they feel safe, they are usually more productive and engaged. When we are respectful, that helps build a respectful workplace.
  7. Trust – Being trustworthy is a great gift to those we lead. Trusting them back is the ribbon that makes the gift complete.
  8. Clear Expectations – Letting people know what you expect gives them the security of knowing the boundaries that should guide their work.
  9. Support for Success – When people can count on you to support their success, they will be more and do more, and enjoy their work more.
  10. Inclusion – People come in all shapes, sizes, races, religions, etc. Each person needs to be able to maintain dignity and dreams for the future while working with you.
  11. Appreciation – Everyone wants to know that someone notices what they do. Make it a point to appreciate everyone, even if what you appreciate is a small improvement someone makes toward a goal that seems far away.
  12. Values – Basing your leadership on ethical values lets people know what they can expect from you, and focuses the efforts of the whole organization on a positive outcome.

Will you give these 12 Gifts of Leadership this year? Be aware that these “must-haves” for employees are expensive, but not in the way you might expect. They require soul-searching and personal growth. Doesn’t your organization deserve these generous gifts from you? The journey to ethical leadership transforms people and organizations, so don’t be afraid to dig deep to give these 12 Gifts of Leadership this year.

 

Vote for your 10 favorite CSR thought leaders at Global CEO’s Top 100 CSR Leaders (Linda Fisher Thornton is #32).

 

7 Lenses™ Workshops Engage Organizational Leaders in Learning:

  • What leading with “integrity” really means
  • Moral awareness and ethical competence
  • Leading in ways that bring out the best in others
  • Centering daily work in ethical values
  • Building lasting trust
  • Using clear ethical thinking and decision-making
  • How doing all of the above transforms organizational results

7LensesStanding

We believe that ethics, integrity and trust are critical to our success. …But what are we doing to clarify them, to tether our work to them, to apply them?

 …Are we doing enough?

 

Schedule a 7 Lenses Workshop for 2015:  Info@LeadinginContext.com

 

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

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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™ 

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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
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

250th Blog Post: Beyond the Comfort Zone

250th Blog PostBy Linda Fisher Thornton

In the 200th Leading in Context Blog Post, I wrote about Learning at the Speed of Life. To celebrate the 250th post, I want to reflect on what it’s been like to work every day in the stretch beyond the comfort zone.

In the past year, I finished writing my first book 7 Lenses, editing and publishing it in paperback and three different digital formats (Kindle, iTunes and Nook). Many times during that period, I felt like I had ended up in the middle of nowhere without a map.

Embracing the Stretch

Although I knew where I wanted to end up, I had no idea how to get there. Have you felt that way as you took on new challenges? Here are some of the questions I wrestled with:

  • How do you know when a book is good enough and ready to be edited?
  • How do you choose a good book title?
  • What cover design will best catch people’s attention and convey the book’s message?
  • Which is the more responsible paper choice, recycled or sustainable forestry initiative?
  • How do you spread the word in responsible ways so people who can benefit from the book will find out about it?

I have “learned through” finding answers to hundreds of questions like these in the past year. To stay motivated, I posted this saying on the bulletin board beside my desk:

“Life Begins At The End Of Your Comfort Zone”    

Neale Donald Walsch

It reminded me that growth is good… Wouldn’t it be easy if growth happened without the need to stretch outside of our comfort zones? These song lyrics describe the simpler way we yearn for:

“Wake me up when it’s all over. When I’m older and I’m wiser.”

Song Lyrics, “Wake Me Up” by Avicii

If only it were that easy. 

The Good Stuff Doesn’t Happen on Autopilot

When we live and work on autopilot, we tend to “stick to the known,” repeating what we did last year that worked and making incremental progress.  This dooms us to only achieving what we have already imagined and set into motion. There’s so much more that we’re missing. While we’re waiting to be “older and wiser”, we miss big opportunities to learn right now.

Growth doesn’t happen by itself. It takes an effort.

Because growth can be uncomfortable, it is often tempting to stick to the known path, the usual way, the “regular things” we do. But when we do that, we get into a routine and may end up going through the day on autopilot.

Instead of being easy and comfortable, real growth requires stretching outside of our comfort zones, believing we can grow and accomplish more, and continually working to get better.

Pushing the Boundaries

Once we stretch into new capabilities, we have to keep practicing them until they become comfortable. In the process, we are expanding our comfort zone to make room for these new abilities.

When We Are Learning and Growing, Our Comfort Zone is Expanding

Instead of avoiding the stretch and getting through the day on pre-programmed autopilot, we have expanded our comfort zones to include new abilities and roles, and new possibilities.

As you read about my journey, reflect on how stretching outside of your comfort zone might be transformational for you.

What has taken me outside of my comfort zone in the past year? 

  • Finishing, editing and publishing an ethical leadership book (that recently won Bronze in the Axiom Business Book Awards!).
  • Author book signings.
  • Doing virtual booktalks, guest lectures, videos and keynotes based on 7 Lenses.
  • Keeping up with a growing and highly engaged global audience on social media.

This growth process has happened in waves, sometimes extremely difficult and other times exhilarating. That’s how growth is, like riding a roller coaster in the dark and not seeing the road ahead clearly. It’s exciting and unpredictable. I am grateful that pushing the boundaries of my comfort zone was easier with the help of a strategy coach who urged me on and asked me to continually reach higher.

When we embrace the roller coaster ride of growth, as unpredictable as it may be, we tap into our human potential and we grow into our better selves. We make a positive difference in our lives and the lives of others. 

What meaningful work have you been wanting to do? Go ahead – step outside the zone and enjoy the ride. That’s where your best work is waiting to be done.

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For more, see Linda’s 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
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Can a Toxic Leader Be Ethical? Yes and No.

Can a Toxic Leader Be Ethical?By Linda Fisher Thornton

A Leading in Context Blog reader requested that I address the question of whether or not someone who uses negative interpersonal behaviors can be thought of as an ethical leader.

Toxic leadership is gaining attention as we learn more about the harm that negative behaviors cause in the workplace. What kinds of behaviors could be considered toxic? I blogged about the problem in a previous post called Leadership and…The Cascade Stress Effect:

“If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.”

“Controlling leadership behaviors set off a cascade effect in organizations that looks like this:

  • We create a toxic, constantly stressful environment
  • which reduces people’s ability to learn and remember
  • and think creatively.
  • We get fear-based compliance
  • without engagement
  • which leaves people not doing their best work.
  • We get a low-trust culture
  • which leads to
  • people spending time worrying
  • individually and in groups.
  • We get poor individual
  • and group performance
  • and poor business outcomes.
  • We reduce the capacity of the business
  • to accomplish its mission
  • through people.”

Leadership and the Cascade Stress Effect, Linda Fisher Thornton, Leading in Context Blog, June 2011

“Can someone who uses toxic leadership still be an ethical leader?”The answer to this important question is “yes and no.”

Yes

Yes, they can be an ethical leader in some of the dimensions of ethical leadership. Toxic leaders may be model citizens when it comes to ethically protecting the financial future of the company (or other areas of their ethical responsibility). They may show concern for the environment, or be active in community service. They may look in some ways like an ethical leader.

No

No, they are not an ethical leader, because regardless of how ethical they are in some areas of their leadership, leaders who use unethical interpersonal behaviors are not ethical interpersonally. 

Ethical leadership requires that we honor many different aspects of ethics, including demonstrating respect for others and creating a high trust work environment where people are valued and can do their best work. We must honor individual, interpersonal and societal ethics.

Since toxic leaders fail to honor interpersonal ethics, no matter how ethical they are in other areas of responsibility, they are not ethical leaders.

We can no longer evaluate a person’s leadership solely on results while ignoring the negative ripple effect created by interpersonal behavior choices. It’s time to see toxic leadership for what it really is – stress creating, inappropriate, negative, unethical leadership.

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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
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 
 

 

5 Leadership Development Priorities

5 Leadership Development Priorities

By Linda Fisher Thornton

The recent post “It’s Not About Us” set a new daily record for the most views on the Leading in Context Blog. It described how our understanding of leadership has moved beyond a focus on the leader to a focus on creating shared value for others.

 

In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things.

This week, I want to share how the trends in our understanding of leadership are changing the fiber of what successful leadership looks like in organizations. If our organizations are not yet ready to respond to them, these trends should become our top priorities for leadership development.

5 Leadership Development Priorities

 

1.  Progressing from compliance-based ethics to values-based ethics.

TEACHING THE BEHAVIORS  WE WANT, NOT THE ONES THAT WILL BE PUNISHED

 

2.  Getting comfortable with volatility, uncertainty, complexity and ambiguity (V.U.C.A.).

PRACTICING WITH COMPLEX PROBLEMS IN REAL TIME USING V.U.C.A. STRATEGIES

 

3.  Thinking like global citizens in a world of connecting systems.

MANAGING ETHICS UP AND DOWN THE SUPPLY CHAIN, UNDERSTANDING SYSTEMS, APPLYING THE PRECAUTIONARY PRINCIPLE AND THINKING LONG TERM

 

4.  Embracing the responsibilities that come with leadership.

GOING BEYOND THE TRIPLE BOTTOM LINE, HONORING SEVEN DIMENSIONS OF ETHICAL RESPONSIBILITY

 

5.  Embracing the opportunities that come with leadership.

CHANGING LIVES, IMPROVING COMMUNITIES,MAKING A DIFFERENCE IN THE WORLD

 

While these 5 leadership development priorities may seem challenging, the good news is that by addressing them proactively we will also be enabling the overall success of our organizations.

Leading with values and taking responsibility broadly helps us adapt

The clarity we find in leading with positive values makes decision-making easier, and helps us adapt to the rising expectations in a global marketplace. We are no longer buffeted by every small change in the law, because we are aiming at a much higher level, the level of human values.

 

522

For more, see Linda’s 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
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

 

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