Are you developing ethical talent for the future?
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Over the last 10 years or so we’ve grown used to stories of unethical corporate behaviours, from Enron’s accounting tricks to Oxfam turning a blind eye to the behaviour of its leaders in stricken countries. Where does ethical behaviour begin? Where is it learnt? Arguably from birth, but research shows we are all influenced by our surroundings and the actions of others. So, how do you lead by example and develop others to appreciate and embody ethical leadership behaviours?
1. What is our personal footprint? The Institute for Leadership and Management (ILM) recommends leading by example, ensuring we are trustworthy, sincere, have integrity, communicate truthfully, and are honest. Discuss these attributes as a team. When is it difficult for your team to live by these attributes? Do you work in an environment where “the ends justify the means”? If so, how can your team rise above this and embody both ethical behaviour and effectiveness? They’ll need your guidance and support – ensure you give it.
2. What ethical behaviours or objectives are set out in your organisation’s values and objectives? To what extent are you linking these with the individual performance objectives you agree with your team each year? If there is no apparent link, look to develop one and involve your team in devising what that might be. It needs to be feasible and realistic for them. Examples might include;
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Environmental – reducing our carbon footprint, which for individuals might mean measuring the amount of printing they do each month, the use of technology to hold meetings with colleagues in other locations or allowing them to work from home when appropriate.
- Performance evaluation – discussing not only what was achieved with your team but how they achieved it. Did they behave in a trustworthy way, were they honest in their communication with others?
4. Set the tone when recruiting and promoting. Ask questions of candidates about their approach to issues which will reveal their ethical behaviours. This will let people know what you value in your team and set expectations as to their own behaviour if they join you. Research has demonstrated that people are more influenced by cultural norms than any other ethical incentive.
5. When do we lower our ethical standards? Should we, ever? Some would argue that to do so undermines all our previous efforts to set ethical standards in the first place. Others would say that pragmatic leadership may demand it from time to time. Recent research shows managers often ‘relax’ the rules when they know their staff are tired and have been working long hours. In this context, they are likely to overlook inaccurate expenses claims, for example. Do you do this, and should you? What will it do to your reputation as an ethical leader?
Yet other research shows we are more honest in the mornings when we are feeling more energetic than in the afternoons! If this is so, perhaps thinking about what work we undertake when would be a good idea.
6. Consider when ethical considerations are incorporated into project plans. Far better to do these at the beginning of any discussions, rather than the end, as this primes our brains for our approach to the whole project.
TAKE AWAY
A study by Copeland (2016) showed that ethical leadership was the greatest predictor of leadership effectiveness so take time to consider how you translate ethical principles into action, share your thoughts with your team, reward ethical behaviour and set your expectations with new team members. That way, you’ll be developing talented and ethical leaders for the future.