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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70 Trends to Watch in 2019

By Linda Fisher Thornton

Each year I curate a list of sites that write about trends that will change how we do business in the coming year. This year’s list includes some ongoing trends from last year and some fresh ideas and new directions. Take a look at the 70+ trends at the links below and start getting ready for what’s ahead!

The Future of Retail, Trendwatching.com

4 Mega-Trends That Could Change the World By 2030, World Economic Forum

2019 Strategic Trends Glossary, Educause

Food Industry Forecast: Key Trends Through 2020, Emerson

John Hall, 5 Marketing Trends to Pay Attention to in 2019, Forbes

Diana Smith, These Tech Trends Will Dominate in 2019, Leader-Values.com

Business Trends That Will Reshape Your World in 2019, fastincnow

7 Digital Marketing Trends That Will Own 2019, SocialReport

Lisa White, The Vision 2019: The most influential macro trends for next year, WGSN

The State of Play, Trendwatching.com

Keep an eye on these trends in the coming months and take time to discuss what they could mean for your business. With change accelerating, having a plan for adaptation will be key. 


To learn how to adapt your leadership to increasing global expectations, read 7 Lenses: Learning the Principles and Practices of Ethical Leadership.

 

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Our Evolving Frame of Reference

By Linda Fisher Thornton

As we weathered a hurricane on the East Coast, I remembered the uncharacteristic earthquake that affected Virginia a few years ago. That experience changed how I interpreted the world around me. It drew attention to why we all see the world in such different ways.

I was in a warehouse store shopping for a gift, and I noticed that the table in front of me was shaking. If this had happened at any other time, I would have looked for an explanation inside the store. But not this time. A recent earthquake had altered my frame of reference. My first thought now was that it was another aftershock from the earthquake.  It turned out to be just an efficient store clerk enthusiastically adding inventory at the other end of the table.

Our Evolving Frame of Reference

This experience of being “shaken up” reminded me about how our frame of reference changes as we have new experiences. We can interpret the same experience in completely differently ways, depending on recent events in our lives.

During the recent hurricane, for example, the light movement of trees in the wind (normally a pleasant experience) took on a new meaning as it signaled the arrival of Hurricane Florence. 

When we are aware of our evolving frame of reference, it helps us remember that other people’s experiences shape their perceptions too, and those experiences are likely to be very different from our own.

Expanding the Frame

Catastrophic events can make us pause to reflect on the bigger scheme of things, which is easy to ignore in the midst of a high-speed schedule. We shouldn’t wait for a catastrophic event to force us to take a broader perspective. When we make a commitment to learning, we can expand our frame of reference to include perspectives that differ from our own and and apply this awareness to our daily choices. 

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The Mind Must Move

By Linda Fisher Thornton

We know that to stay healthy, we have to move. Many of us wear wrist bands that track the number of steps we take daily to make sure we “stay in the healthy zone.” I have been increasing my steps each year, and have enjoyed more energy and a sense of improved well-being. While we can easily track our physical steps, our mental steps are more elusive. Our thinking process is deeply connected to our physical systems and grounded in our personal experiences. Just as we may tend toward physical inertia (binge watching Netflix on the coach), we may also tend toward mental inertia. Change is hard, and the comfort zone is as compelling as the couch as a place to stay and rest.

When we don’t move, our bodies deteriorate

 Evelyn O’Neill, manager of outpatient exercise programs at the Harvard-affiliated Hebrew Rehabilitation Center, says “Lack of movement is perhaps more to blame than anything for a host of health problems.” (quoted by Matthew Solan, Executive Editor, Harvard Men’s Health Watch in “Move more every day to combat a sedentary lifestyle”)

When we don’t move our minds, our minds deteriorate too. 

We’ve probably all met people who haven’t updated their thinking in 40 years. It seems as if they live in a different world from the one we live in today. If we stop learning and updating our thinking, we quickly fall out of step with social norms and expectations. Being out step means we make ethical mistakes without even knowing it. This post by Ethical Systems describes the difficulty we have in changing our minds, especially when we are around our peer group.

It seems to me that a sedentary mind is even more worrisome than a sedentary body. A sendentary body will deteriorate within itself, but a sedentary mind (blind to changing societal expectations and values) may make decisions that harm others, on an individual or global scale.

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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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Grey Areas: Our Choices Define Us (Part 2)

By Linda Fisher Thornton

This post is an updated version of a reader favorite. 

There Will Always Be Grey Areas

There will always be ethical grey areas.  We see plenty of information about lying, cheating, stealing and other obvious ethical violations. It is more difficult to know what to do when we encounter behaviors that fall into ethical grey areas, particularly in term of relationships with other people. Grey areas are difficult for anyone to handle but leaders bear the additional weight of needing to set the tone for the organization. Each decision impacts the ethics of the organization.

How We Handle Grey Areas “Teaches” Others (Whether Our Decisions Are Good or Bad)

If we are in leadership, we set the tone for what we want employees to do by what we do. That includes what we do about easy ethical problems (with clear right and wrong choices) and tough ethical problems (with no obvious right choices).

When we make good decisions, people watch what we do and also learn how to do that. If we make bad decisions, we teach others how to make bad decisions and those bad decisions can spread quickly throughout the organization.

How We Handle Grey Areas Paints a Border That Outlines Our Ethics

Sometimes “doing nothing” is an unethical choice. If we allow people to sabotage each other to win rewards, and withhold information from one another to appear more powerful, we are creating a culture that endorses negative interpersonal behaviors. We are “teaching” people that the organization values competition above collaboration and that “anything goes” to get the win.

If we “permit” sabotage and withholding information by not noticing and/or not addressing them, are we also endorsing more negative behaviors that people may see as similar, like bullying and employee harassment? We may be unintentionally sending the message that we allow even more negative behaviors in a broader context – Are we also endorsing withholding information from customers and other important stakeholders? What about regulators? If we allow people to withhold information at one level, are we unintentionally saying that withholding information is okay anytime, at any level?

How we handle the grey areas in how people treat each other paints a border that becomes the outline of our company’s ethics.

Ignoring Negative Behaviors Allows Them to Flourish

When it comes to organizational culture, not knowing is not a defense. When we ignore negative interpersonal behaviors, we send a powerful message across the company to ‘do more of that’!  If we use negative interpersonal behaviors or simply look the other way when we see negative behaviors, employees will too.

Negative behaviors that we choose to ignore don’t typically go away – they multiply when we fail to act because the behaviors are then assumed to be “accepted by leadership.” As leaders we need to walk around, to notice what’s going on, to create high-trust workplaces, to provide opportunities for meaningful communication, to ask people what’s getting in the way of their success, to talk about ethical behavior and to remove barriers to effective ethical performance.

People will follow our lead. When we ignore negative behaviors, we are saying that we accept those negative behaviors.

Work Through Grey Areas Openly – Retain the Ability to Paint the Ethical Border

As leaders, we need to regularly discuss the grey areas in what it means to behave ethically. This lets us help employees define ethical behavior clearly and provide input into the choices they make to be sure that they meet the expectations of the company.  As we learn more as a society about the impact of our choices and our behavior on others, there will continue to be more grey areas where employees will need guidance.

People can usually see ethical grey areas but they may be hesitant to ask for help. By keeping the conversation open and actively addressing grey areas, we retain the ability to define the ethical border. If we don’t talk about it, people will define that border on their own and may draw it outside of the company’s stated ethics codes and values.

Don’t take that chance. Ask employees which ethical issues they want to talk about.

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What is Meaningful Leadership? (Part 1)

By Linda Fisher Thornton

In this 5-part “What is Meaningful Leadership?” series, we’ll look at 5 different aspects of meaningful leadership, each one revealing opportunities for leader awareness and growth. In Part 1, we’ll look at the importance of creating meaningful work settings.

What is Meaningful Leadership? Creating Meaningful Work Settings

Meaningful leadership is supporting others in their quest for meaning. Humans Need It. Great leaders help people find it.

“The least of things with a meaning is worth more in life than the greatest of things without it.”

— Carl Jung

Meaningful leadership sees beyond self-concern to the long-term success and well-being of others.

When the leader’s concern shows, people respond. Trust is built, and the group benefits in many ways.

Meaningful leadership fuels innovation, curiosity and collaboration.

People thrive. They can move beyond survival and self-preservation concerns to create great companies, great products and services, and great teams.

Meaningful leadership drives important business metrics.

“One of the things that drives humans is their need for meaning, and if you can make every job meaningful, then you will guarantee that every job will be done to its highest level of excellence.”

— Erwin McManus

When people thrive, they can do their best work. That drives engagement, retention and productivity, which contribute to profitability and other positive outcomes.

Meaningful leadership requires a commitment to self-growth and other-growth. Ask yourself:

  1. How well am I finding meaning in my own work as a leader?  
  2. How ready am I to provide a meaningful work setting for others?
  3. If I am ready, how am I making it a priority? If not, what do I need to do to get there?

 

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The Future of Education: Ethical Literacy For Handling Global Complexity

By Linda Fisher Thornton

We are not preparing students for success in the world where they will have to live and work. Some of the ways we currently think about “teaching” need to be scrapped and replaced.

It will be increasingly important that teachers and other learning guides dig into complexity in order to help prepare students who need to handle increasing complexity in their lives and work. A focus on ‘knowing’ must be replaced with a focus on ‘how to think, problem solve and successfully navigate global complexity using ethical values’.

The risk in not quickly making the change to a much more current and engaging way of preparing learners is that every outdated textbook used by schools to save money will contain at best inaccurate information and at worst morally offensive content. Every smart phone will have access to more current and relevant information than is being taught in the classroom. 

Understanding The Challenge, Visualizing the Future

Students need to be able to think successfully at high levels of complexity in order to be effective workers, leaders and problem-solvers. Memorization of facts will definitely not help them be ready. In the old way of thinking, the more people are “taught,” the more they “know.” This thinking does not work because it ignores the important variables of motivation, relevance, learner engagement and the need to improve thinking capability. It ignores the importance of basing choices on ethical values, and focuses only on historical context. 

Learning has become highly self-directed and traditional approaches to teaching (“telling,” “sharing knowledge” and “testing knowledge”) do not support learner success in a complex global context. 

For example, does knowing the complete history of politics prepare learners to handle the current divisive political arena? No, but learning how to think about and act on ethical values will. Does knowing how to write catchy headlines that sell prepare learners for rapidly increasing expectations about appropriate social media posts? No, but learning how to think about and act on ethical values will. 

“Learning Future” Includes

  • A higher level of complexity in thinking (exploring shades of grey, not “right” and “wrong” answers with an answer key)
  • Technology-enabled, just-in-time, user-friendly learning
  • More individualized feedback based on skills needed for future job success 
  • More practicing and evaluating individual and group problem-solving
  • Less memorizing and testing facts (which are easily accessed)
  • More practice time spent learning how to think and act responsibly in the world
  • More awareness of how we fit into the global community
  • More engaging, self-directed work and less homework

A New Role for Leaders in Education

Today’s students are tomorrow’s professionals and leaders. Employers are not easily impressed by book knowledge – they want to know what you can do, for them, in their context, accurately, at high speed, while avoiding ethical mistakes. Adapting to this high employer expectation will turn our current public education practices upside down. 

Ethical literacy is more important than memorization and good test scores. It will define the success of tomorrow’s leaders. We need to make it our top education priority. To respond rapidly to changes in the skills and abilities they will need for tomorrow’s jobs, school administrators will need to adapt quickly to new leadership and learning research and engage everyone in making the change. Only then will we prepare students for success in an exciting, forward-thinking and competitive global arena.  

Masters of Complexity: Leading Effectively in Public Education will help leaders visualize challenges and opportunities for change and decide where to start. 

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Leaders: What’s Missing in Convenient Actions? – Values

By Linda Fisher Thornton

With all the inappropriate behavior in the news, I thought it would be a good time to explore the difference between actions that are CONVENIENT and those that are APPROPRIATE. Instead of saying “I’ll know appropriate when I see it” it seems necessary to break it down and articulate the difference clearly. So here goes…

Convenient is choosing the quick and easy solution. Appropriate adds considering the ethical impact.

 

Convenient is thinking about what we want. Appropriate adds thinking about what others want and expect.

 

Convenient is getting as much as we can from a deal. Appropriate makes sure the other parties get their needs met too. 

 

Convenient is getting all the attention. Appropriate is showing humility and sharing the spotlight.  

 

Convenient is doing something whenever we want to. Appropriate adds consideration for proper timing. 

Convenient is saying whatever we feel like saying. Appropriate is being respectful and considerate even when it’s difficult. 

The difference between convenient and appropriate is adding VALUES to the equation. Ethical values. Business values. Leadership values. Convenient actions are self-serving. Appropriate actions meet the needs of self while honoring the needs of others and respecting the boundaries of appropriate interpersonal behavior.

Acting without values may be convenient (and we’ve seen plenty of examples), but it’s not leadership. You could call it grandstanding, power-grabbing, self-serving, opportunistic, immature or incompetent. The list could go on and on. When an action is convenient and not appropriate, don’t call it leadership. Leadership is about moving beyond concern for self to also consider the well-being and success of others. Without that ability, a person is simply self-serving, and not fulfilling the other-serving job of “leader.”

 


To learn a process for thinking through the ethical implications of any situation, read 7 Lenses: Learning the Principles and Practices of Ethical Leadership.

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Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

 

50 Trends to Follow in 2018

By Linda Fisher Thornton

What trends will impact your business this year? Get settled in with your favorite morning brew and review these 50+ trends impacting business and leadership decisions in 2018. Adapting to these broad changes will require constant shifts in leadership direction and focus, while staying grounded in positive ethical values.

50 Trends To Follow in 2018:

Digital Trends and Observations From Davos 2018, McKinsey and Company  (5)

Tech Trends 2018, Deloitte

5 Key Sustainability Trends For 2018, Britta Wyss Bisang, Ethical Corporation

Thinking inside the subscription box: New research on e-commerce consumers
Tony Chen, Ken Fenyo, Sylvia Yang, and Jessica Zhang, McKinsey

10 Workplace Trends You’ll See in 2018, Dan Schawbel, Forbes

14 Leadership Trends That Will Shape Organizations In 2018, Forbes

5 Trends for 2019,Trendwatching.com

Top 10 Global Trends For 2018, Euromonitor International

Upcoming Megatrends 2018 Report: When Trends Converge, Doug Warner, HP

9 Technology Mega Trends That Will Change The World In 2018, Bernard Marr, Forbes

6 Retail Trends For 2018, Gabrielle Mitchell, ANZ bluenotes

Top 5 IoT trends transforming business in 2018, Chris O’Connor, IBM

Help your leadership team be ready for what’s ahead. Keep an eye on these trends and discuss what they mean for your business.


To learn how to adapt your leadership to increasing global expectations, read 7 Lenses: Learning the Principles and Practices of Ethical Leadership.

Top 100 Leadership Blog

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

Trends In Ethical PR

By Linda Fisher Thornton

It is a difficult time to be in PR and Communications. The stakes are high and it’s easy to miss the mark. I spoke at the Virginia Professional Communicators Conference on Saturday, as the group celebrated its 60th Anniversary. We had lively discussions about how to see ethical nuances clearly when the issues are complex.

Today I am sharing quotes from articles about PR trends in navigating the complexity of today’s social issues while protecting reputation and brand value.  

PR  Plays a Critical Role in Brand Reputation

“PR pros are often referred to as The Brand Police for their work in reputation management, their efforts to preserve the health of the brand and to keep the public “cup of goodwill” full.”

Deidre Breakenridge, Five Reasons Why Business Leaders Are Relying on Public Relations in 2018, Nasdaq Market Insite

The Current Environment Requires PR Pros To Develop New Skills 

“Successful PR practitioners of the future must also be adept at business, content creation, environmental scanning, managing people, ethics, purpose-driven corporate social responsibility, stakeholder engagement and interpreting data and analytics.” 

Donald K. Wright, What Lies Ahead For Public Relations in 2018?

Brands Need to Be Clear on Values Before Speaking Up

“The famous Alexander Hamilton quote applies nicely here: “If you don’t stand for something, you will fall for anything.” Consider this an invitation to figure out what your brand stands for.”

SproutSocial, Championing Change in the Age of Social Media

Practitioners Need Robust Support 

“Millennial practitioners indicated they did not feel prepared to offer ethics counsel…Four factors were found to significantly impact Millennials’ perceptions of preparedness: mentors, ethics courses in college, employer-provided ethics training, and PRSA/PRSSA ethics training.”

Marlene Neill and Nancy Weaver, Institute For Public Relations, Ethics Study Identifies Need For Training & Mentors in the Workplace

Global Ethical PR Principles Available

“The International Communications Consultancy Organisation (ICCO) has called on the worldwide PR industry to stand by 10 principles of ethical behaviour…The Helsinki Declaration (has) been launched today, aimed at uniting the global PR industry under a single banner of ethical behaviour. It takes into account the increasing influence of PR around the world, and the considerable dangers associated with unethical behaviour.”

ICCO, ICCO announces Helsinki Declaration for ethical behaviour at ICCO Global Summit 2017

Consumers Expect Brands to Take A Stand on Social Issues

“Two-thirds of consumers (66%) say it’s important for brands to take public stands on social and political issues…Not only do they want to hear from brands, but they expect brands to converse in intelligent and impactful ways.”

“The data demonstrates that people find brands’ voices most credible when an issue directly impacts their customers, employees or business operations.”

SproutSocial, Championing Change in the Age of Social Media

Putting all of the pieces together in ways that result in ethical communication takes practice. Ongoing ethical development for PR professionals helps them learn to navigate the complexity of the current environment and avoid public blunders. If you want to dig into the 7 Lenses Model to learn how to see the nuances of ethical issues, this post will get you started – Seeing the Nuances of Ethical Leadership (a Developmental Model)

Top 100 Leadership Blog

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

 

© 2018 Leading in Context LLC

 

TAP Into Trust With These 12 Principles

By Linda Fisher Thornton

Every organization needs to pay attention to trust. Trust improves metrics including productivity, employee satisfaction and ethical brand value. It makes organizations better places to work, places where people want to invest time and plan careers. 

After months of discussions, writing, sorting and voting, a small group of Trust Across America Trust Alliance members (I am honored to be among them) created a tool to stimulate conversations about organizational trust – The 12 Principles for TAPping Into Trust. If you are ready to invest in building trust, this tool will help you generate discussions within your organization.

TAP INTO TRUST

Click the button to TAP INTO Trust and access the 12 Principles (in English, Spanish, French and Arabic). 

How will you use the 12 Principles?

Here are questions you might ask your teams:

  • Which of the 12 Principles For TAPping Into Trust are our strengths?
  • Which represent areas where we need to do better?
  • What would it look like if we improved how we follow each principle on our “do better” list? What is our plan for closing those gaps?

In other Trust Across America news, Barbara Kimmel has announced that “the 10th anniversary issue of TRUST! Magazine explores the role good governance plays in building trustworthy organizations through interviews with lead directors, board chairs and CEOs.” Check out the full issue Here

When we choose to take the trust journey, we are always learning and improving. Let’s keep the conversation open. Share in the comments how these 12 Principles are helping you TAP Into Trust!

Top 100 Leadership Blog

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

 

© 2018 Leading in Context LLC

Seeing The Nuances Of Ethical Leadership (A Developmental Model)

By Linda Fisher Thornton

Ethical leadership is not a position or a task. It is a complex array of roles, relationships and processes, and yet we use one term, “ethical leadership,” to talk about it. And in using that term, we often mean different things. 

What Then is Ethical Leadership?

Why has it been so difficult for researchers to agree on a single definition of ‘ethical leadership?’ Here are some important reasons: 

  • Our understanding of responsible leadership depends on where we are in our own moral development
  • People are writing about it from many different perspectives and using many different words to describe it
  • In leadership competence there are many possible combinations 

By “many possible combinations,” I am referring to the reality that leaders are not all competent in all aspects of ethical leadership and they vary in which areas they have mastered. A leader might excel at following laws, for example, but not know how to work well with diverse groups of people. Or a leader could be great at making a short-term profit, but not good at thinking long term and protecting the planet.

A Developmental Definition

Leadership is a changing process. It is difficult to define it because as the world changes, our understanding of what it means to lead responsibly in that world changes. Because it is a changing process, it is best viewed from a developmental perspective.

Leaders need to tackle complexity directly. Oversimplified approaches to complex problems lead to high profile ethical failures. 

Leaders need a way to understand their own learning and development that helps them keep up with  increasing ethical expectations.  The developmental model outlined in by book 7 Lenses (now in its 2nd printing) frames “ethical leadership” as a developmental continuum based on these assumptions:

  1. People grow
  2. People’s understanding of leadership responsibility grows as they learn and develop as human beings
  3. The way that people view life and reality will impact their leadership philosophy
  4. Times change
  5. The standards for acceptable behavior and leadership evolve as times change
  6. The world is complex and connected
  7. The complexity and connections raise the stakes on us as leaders and require us to think using a higher level of complexity
  8. Thinking at a higher level of complexity means we can consider more constituents and more variables when making decisions

Some ways of interpreting “ethical leadership” are more responsible than others. If we are going to use the term “ethical leadership” to refer to an entire spectrum of developmental levels, we will need a way to talk about the nuances of ethical competence. Applying the 7 Lenses model gives us a way to talk about those nuances. Here are two examples:

Regardless of level or title, the most competent ethical leaders make it a priority to learn and they struggle to stay competent in all 7 dimensions of ethical responsibility as the world changes. 

How will this developmental model help you talk about the nuances of ethical leadership? 

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

Top 100 Leadership Blog

© 2018 Leading in Context LLC

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

By Linda Fisher Thornton

When we make decisions based on FEAR, our brains switch on the lower-level processor – which makes decisions based on a FIGHT-OR-FLIGHT response. The decision-making power of that part of our brain is extremely limited, turning our thoughts to lower level responses like “RUN!” or “HIT THEM FIRST.” Obviously, ethical decisions must be based on better thinking than “RUN” and “HIT THEM FIRST.”

Fear is a Poor Advisor

Our fear response takes us into PROTECT and DEFEND mode, and that mode causes us to shelter in place, retrench and protect our own interests. It drastically restricts the breadth of our thinking and doesn’t give much energy to thinking about our impact – what our choices will do to others.

Fear may generate feelings of anger as we turn our energy to “protect and defend.” Anger, like fear, is a poor advisor that pulls us away from ethical choices. 

“Anger results in systematic processing of anger-related information and selective use of
heuristics to evaluate information… This kind of processing is less than optimal for making ethical decisions because it induces biased, risky, and retaliatory thinking (Moons & Mackie, 2007).This type of encoding and use of social information results in alimited, self-focused interpretation of the situation, which has the potential to result in retaliatory or self-serving behaviors.” (Lenhart & Rabiner, 1995).

The Influence of Anger, Fear, and Emotion Regulation on Ethical Decision Making, Human Performance,Vol. 26, Iss. 4, 2013
According to the University of Lausanne video, Unethical Decision Making in Organizations“Fear is an emotion that works at high speed without involving reason. “  “Fear… may ultimately lead to ethical blindness.” In a way, it’s like snow blindness, when you can only see snow in all directions and lose your bearings. When the dominant emotion is fear, people lose their ethical grounding and may quickly wander away from the organization’s values. It’s not a conscious choice, since their brains have automatically switched to lower-level decision making to protect them from real or perceived harm. Fear creates a blindness that blocks our ability to see past the immediate threat. 
Ethical Leadership is a Fear-Free ZoneGreat leaders build trust and work hard to remove fear from the workplace. We know that fear works against efforts to maintain an ethical culture. Creating a fear-free zone should be a top leadership priority in organizations wanting to protect reputation and ethical brand value. 
Ethical Thinking is Intentional.Before you make key decisions this week, be sure fear isn’t blinding you to ethical consequences. To make sure it doesn’t happen to others, take the time to talk with your team. Ask them “Are we working in a fear-free zone?” “What could we do to improve?” “How well are we staying grounded in the ethical values our organization says are important?”

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Top 100 Leadership Blog

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

 

© 2018 Leading in Context LLC

Guest Interview: Stay On Top Of Your Work Podcast

By Linda Fisher Thornton

This week you can listen to a brand new interview I did with Kate Kurzawska, host of the Stay on Top of Your Work Timecamp Podcast! In the interview, I answer Kate’s top questions about ethical leadership, including these:

  • How do you lead teams ethically?
  • What should you consider when making a decision?
  • Why do people fail as leaders? 
  • What practices could help us avoid failing as leaders?
  • How do you manage the risk connected with people, with profits, with money, with every aspect of the company?
  • What’s the number one rule you couldn’t manage your work without? 

These questions are timely for leaders. Check out the answers in the podcast interview and transcript by clicking on the image above. Feel free to share your thoughts in the comments!

 

Special 5 Post Series Celebrating the Second Printing of 7 Lenses

Why Ethical Thinking Matters (Part 1)

Why Ethical Thinking Matters (Part 2)

Why Ethical Thinking Matters (Part 3)

Why Ethical Thinking Matters (Part 4)

Why Ethical Thinking Matters (Part 5)

 

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©2018 Leading in Context LLC

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