Ethical Leadership: The “On Switch” For Adaptability

By Linda Fisher Thornton

The post “Leader Competence: Will It Be A Multiplier or Divider?generated some great discussion on social media. Here’s a quote from the post:

“Leader competence is either going to be a multiplier or a divider. When you have it, you multiply performance and trust, with exponential results. Without it, you divide your possible results by the incompetence factor.”

After reading the post, one reader requested that I write more on the topic. This week I’m digging deeper into the multiplying and dividing effects of leader (in)competence, looking at how a leader’s ethical competence impacts trust, people, bottom line results and organizational adaptability:

Impact on Trust

Competent ethical leaders intentionally build trust.

Incompetent leaders damage trust (and they may or may not be aware of it/and they may or may not care).

Impact on Bottom Line Results

Competent ethical leaders set the stage for people to do great work and then get out of their way. They support and enable great performance. This releases powerful pent-up energy within the organization that improves employee satisfaction, retention and productivity and fuels positive bottom line results.

Incompetent leaders can confuse, misdirect, distract and un-empower people, and the resulting loss of productivity reduces bottom line results. How? It increases turnover and reduces employee satisfaction and productivity, which erodes customer service quality and customer retention (and so on).

Impact on People

Competent ethical leaders know that their success depends on enabling the success of others. It is at its core about service and support and not prestige or privilege.

Incompetent leaders may mistakenly believe that leadership is all about them, and people don’t usually trust an incompetent leader enough to tell them that THEY are the problem. Employees may have to risk their wrath to get work done the right way when a leader is determined to use old thinking, old behavior and old leadership approaches that don’t work in a global society.

Incompetent leaders divide people by not communicating clear standards, giving all the good projects to “favorites,” or playing games with people to try to maintain the fragile illusion that they are “in charge.” Ethically competent leaders know that any illusion that they are “in charge” is not only false, it is a “brand-killer,” a “trust killer” and a “results killer.”

Impact on Adaptability

Adaptability is the key to an organization’s survival, and in the midst of accelerated global change and uncertainty, it provides a critical competitive advantage. Leaders who make it a priority to stay competent see the need to help others stay competent, and that helps everyone respond to change quickly.

Incompetent leaders don’t stay current, and since they don’t stay current, they probably don’t realize (or don’t care) that others in their organizations need to stay current. They do things that competent ethical leaders  know are counterproductive and harmful. The lack of leader awareness and failure to stay current creates a DRAG on the group and the organization that can make adaptability next to impossible.

The Equation

Ethical leadership competence is an adaptability enabler, people uniter and results multiplier. Ethical leadership incompetence is an adaptability reducer, a people divider and a results diminisher. 

Adaptability is a key challenge for leaders and organizations, and ethical leadership is a critical tool for “switching it on.”

The Adaptability Paradox

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Ethical Leaders See Their Choices Through All 7 Lenses

Includes case examples and questions.

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Unleash the Positive Power of Ethical Leadership®

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The Rise of Pay to Play

By Linda Fisher Thornton

It is sometimes difficult to sort out “pay to play” awards (you pay someone to say good things about you and give you an icon to put on your website) from legitimate awards (the judging process is objective — if you win you have actually earned it).

“Pay to Play” is On the Rise

Many businesses now provide “perks” if you like them on social media – but did they earn that like? In essence that like becomes a “payment” for the freebie that the customer wants, so the customer trades the endorsement for something they want. Are those likes real?

The gaming community uses “pay to win” strategies that let players pay extra to unlock advantageous perks that help them win. But in some cases this skews the advantage toward those who pay and the game isn’t as fun for those who don’t. Is that win fair?

In journalism, there is a temptation to grant “pay to play” favoritism to companies that pay to advertise in the publication, and reject stories about those companies that don’t pay. Is that fair and objective reporting? (Pay to play is rejected by the Society of Professional Journalists Ethics Code)

Without Ethics, Pay to Play Makes Good Sense (It Makes Money!)

Pay to play is a “you scratch my back, I’ll scratch yours” arrangement that may seem so attractive that it’s tempting to bypass our ethical responsibilities. 

Ethical leaders avoid the temptation and earn trust through fair dealings with people while following the ethics codes of their professions. They do the work to do it right. Now that’s real leadership.

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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 what you can do to stay ahead of the curve.  

 

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Unleash the Positive Power of Ethical Leadership®

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