Leading via values and ethics

The practice of consistently aligning decisions, actions, and communication with clear ethical standards and personal values. This competency involves setting a visible example, acting with integrity, and fostering trust by doing what is right — even when it is difficult.

“Leaders with principles are less likely to get bullied or pushed around because they draw lines in the sand ……The softest pillow is a clear conscience.” Narayana Murthy

Barriers to leading via values and ethics

Inconsistency: Leaders may struggle with consistency in their values and ethics, leading to unpredictability and confusion for followers.

Leading close to the edge: Operating too close to the ethical boundary can result in compromised decision-making and actions that are perceived as unethical.

Outdated: Relying on old-fashioned or outdated values can make leaders appear out of touch with current ethical standards and societal norms.

Lone wolf: Leaders who are highly independent may set their own rules, often disregarding the established values and ethics of the organisation.

Flip flopping: Leaders who change their ethical standards based on the situation may lack a consistent ethical framework, leading to unpredictable behaviour.

Low or no clarity: Ambiguity in a leader’s values and ethics can result in unclear guidance and expectations for their team.

Not synced: Leaders whose personal values clash with those of the organisation may struggle to lead effectively and ethically.

Individualistic: Leaders with a strong individualistic approach may have low concern for others’ values, creating discomfort and distrust among colleagues.

On the bleeding edge: Leaders who frequently operate near ethical boundaries can create an environment of risk and potential misconduct.

Low self-awareness: Leaders who do not reflect on their own values and ethical behaviour may be unaware of how they are perceived, leading to misalignment between their intentions and actions.

“Open your arms to change, but don’t let go of your values.” The Dalai Lama

Enablers of leading via values and ethics

Remain aligned: Ensure your actions consistently reflect your words. People judge your ethics and values based on your behaviour. Inconsistencies between what you say and do erode trust.

Model: Practise what you preach. Avoid the “do as I say, not as I do” approach by ensuring your actions match your ethical declarations. Regularly review your statements and actions for alignment and eliminate any discrepancies to maintain trust and authenticity.

Communicate clearly: Use precise language that reflects your true values. Avoid exaggerations and demeaning words that might misrepresent your ethics. Your words should accurately depict your values and be consistent with your actions to avoid creating misunderstandings or discomfort.

Stay consistent: Maintain consistent behaviour across different contexts and with different groups. Avoid changing your ethical stance based on the situation or audience. Consistency in your actions fosters reliability and trustworthiness among your colleagues and subordinates.

Align with the org: Ensure your personal values align with those of the organisation. If there is a significant mismatch, consider whether it is possible to influence change or if it might be better to seek a more compatible environment. Supporting the organisation’s values while maintaining your integrity is crucial.

Remain equitable: Apply the same ethical standards to yourself as you do to others. Avoid favouritism and ensure fairness in your decisions and actions.

Know thyself: Clearly define and understand your own values. Reflect on your past actions to identify the values you consistently demonstrate. This self-awareness enables you to communicate your values clearly to others and ensure your behaviour aligns with your ethical beliefs.

Update as required: Recognise when it is time to update your values to align with current ethical standards. Society and workplace norms evolve, and being open to change can prevent your values from becoming outdated or rigid.

Adapt if required: If your values are significantly misaligned with those around you, take steps to address this. Seek feedback and professional counsel if needed. Admitting and working on these issues can help rebuild trust and align your ethics with organisational standards.

Shift slowly: Intentionally develop and embody the values and ethics you aspire to. Write down your desired values and the corresponding behaviours that reflect them. Consistently practise these behaviours to reinforce your ethical stance and enhance your leadership credibility.

“If you don’t stick to your values when they are being tested, they’re not values, they’re hobbies.” Jon Stewart

Reflection questions for leading with values and ethics

Do your actions consistently reflect what you say and believe? Can you think of any recent examples where there was a disconnect between your words and actions? What was or could have been the impact?

Have you ever told others to follow certain values that you didn’t uphold yourself? What steps can you take to ensure your behaviour consistently matches your ethical statements?

Are the words and language you use in meetings and conversations accurately reflecting your true values? How can you improve the clarity and consistency of your communication?

Do you find yourself changing your ethical stance depending on the audience or situation? How can you ensure consistency in your ethical behaviour across all contexts?

Do your personal values align with those of your organisation? If there are discrepancies, how can you address them or adapt to better fit the organisational culture? If you cannot, are you working in the right organisation?

Are you applying the same ethical standards to yourself as you do to others? What can you do to eliminate any double standards in your leadership practise?

Have you clearly defined your own values and ethics? How can you articulate these values more effectively to your team and ensure they are consistently demonstrated in your actions?

Are any of your values outdated or rigid in light of current ethical standards? How would you know? How can you adapt your values to be more relevant and effective in today’s context?

Are there any aspects of your behaviour that might be perceived as unethical by others? Who would be willing to give you true feedback on this topic?

Have you intentionally developed and practised the values and ethics you aspire to embody? What specific actions can you take to ensure you consistently demonstrate these values in your leadership?

“Your personal core values define who you are.” Tony Hsieh

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