Defining leadership is a relatively easy task. Defining "ethics" is much harder. When we work collaboratively and collectively, it's fairly easy to establish standards to govern us. As team members, for example, we have ground rules that promote ethical treatment of one another. As organizations, we have mission, vision, and values statements that guide our operations. As members of one religious group or another, we have holy books and golden rules that encourage ethical practices.
While we can--as a society, as a nation, as members of a world community-- establish agreed-upon principles that overarch our collective behaviors, it is much more challenging to know and articulate our own core values.
Think of what life would be like if ethics did not govern the actions of those with whom we come in contact, especially those attempting to influence us. Speculate for a few moments about the results of a world in which ethical questions had not been answered, had not, perhaps, even been asked. Consider the products we buy, the services we receive, the work that we do, the community in which we live--if there were no moral premise governing decisions, the world would be in a sorry state indeed. Perhaps the best business-related commentary is the one expressed by Peter Drucker, often referred to as the Father of Modern Management Science: "Moral vision and commitment to social values are the foundation of enduring business success."
To achieve that success, businessman Herbert J. Taylor, developed a 4-Way Test for evaluating our intended actions:
Is it the truth?
Is it fair to all concerned?
Will it build goodwill and better friendships?
Will it be beneficial to all concerned?
In keeping with such interrogative introspections, these are but a few of the additional questions that can be raised to form the framework within which integrity can drive influence.
Could this harm us in any way?
Could it harm others?
Is it legal?
Does it feel wrong?
If the customer could see us doing this, would he be willing to pay for it?
Would I still do this if news of it were broadcast in tomorrow's newspaper?
Would we be proud to do this with our families watching?
Who will be the primary beneficiary of this action? The secondary beneficiary?
Are there safety/union/OSHA issues we may have overlooked?
What actions would constitute violations of ethical conduct?
What are the consequences of violations?
In what ways might we be, even unknowingly, pressuring others to act unethically?
How do we maintain quality when we have to do more with less?
In different circumstances (transculturally, for example), how might our tolerance limits change?
Should we consider creating hot lines or an ombudsman position?
How and how often should the code be disseminated?
What complex or confusing situations might make our ethical guidelines murky in the eyes of some?
What could cause confidence to be shattered?
Does this action advance our mission?
Is it in keeping with our values?
Would we be proud to say afterwards that we were a part of this action?
What assurances could we give regarding possible outcomes?
Could we be rewarding unethical behavior in any way?
What could we point to in the past that shows we have an ethical track record?
What ethical messages are we sending or failing to send to others?
Do people know what to do or who to turn to if they have concerns about ethical conduct?
If we could develop an intranet message regarding integrity, what would it say?
Establishing a moral vision and making a commitment to social values take time. Is the effort-investment worth the return? I believe it is. Expending the time and energy to explore the issues surrounding leadership and honor results in the formation of those sound moral principles that serve as a base of operations. Without this foundation, we lack the higher purpose that makes us feel good about what we do--as individuals, as corporate citizens, as citizens of even larger communities. As you explore the issues associated with leadership and ethics, you'll be adding to your store of knowledge. And, the greater the array of choices on the shelves of that store, the more carefully and correctly you can select the ones allowing you to lead with honor.
By Dr. Marlene Caroselli (www.caroselli.biz) is the author of numerous business books, the most recent of which is Leading Honorably.
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