Post on 23-Jun-2015
description
Leading andManaging
Saint Louis Park
Learning and DevelopmentMarch 9, 2011
Chad Weinstein
Ethical Leaders in Action
ELA’s “Guidelines for Grownups”
• Confidentiality Expectations
• Engagement
• Respectful Candor
• Thoughtful Expediency
• Comfort and Fun
Agenda
• Introduction
• Virtues of Ethical Leadership
• Leadership Goal: Engagement!
• Skills
• The Power of Purpose
“Business ethics is so…negative.”
Empower others to improve the world
Who does ELA serve?
Ethical Leaders in ActionLeadership Development Model
Leading
Self
Leading
Others
Leading
in Context
Among my teachers…
Leadership
• People-oriented
• Vision is key.
• Leaders engage and
bring out the best in
their people
• Observable Outcomes
• More art than science.
Management
• Process-oriented
• Resources are key.
• Managers seek to
maximize the value of
human resources.
• Measureable Outcomes
• More science than art.
One conventional viewpoint
Do Stuff!
One conventional viewpoint
Do Stuff !The right right
One conventional viewpoint
Ethical Leaders in ActionVirtues of Ethical Leadership
Clarity Creativity
Competence Courage
Service
Being serious
about
empowering
others
Exercising
will in support
of collective
aims
Service
Imagination
and Vision
Reality and
analysis
Moral Clarity:
Values
Clarity
Divergent
thinking:
“out of the box”
Convergent
thinking:
“in the box”
Problem-
solving
Creativity
Practical
wisdom and
judgment
Technical
knowledge
Communi-
cation
Competence
Doing right,
In the face of
difficulty
Courage
Your Turn: in Four Groups
Describe a time when you saw this virtue in action in your department. (You can’t be the hero of your story.)
Select one story for the group to tell, and one lead storyteller. Draw a picture on your flip chart that helps to tell that story.
When we reconvene, we’ll discuss how to stimulate these virtues in our departments
Groups: North: ClaritySouth: CreativityEast: CompetenceWest: Courage
Measuring Engagement
• Retention
• Safety
• Customer Service
• Productivity
• Profitability
Source: Gallup G12 Summary
• Clear expectations for
performance
• Adequate materials
and equipment
• Ability to succeed
in assigned roles
• A supervisor who cares about subordinates
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
Employee Engagement Drivers
Pre
ssu
re
LOW
HIGH
HIGH
Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
TO WITH
NOT FOR
punitive relational
neglectful permissive
authoritarian
stigmatising
authoritative
respectful
indifferent
passive
protective
easy/undemanding
Relational Leadership Model
TO WITH
NOT FOR
Relational
Leaders
offer high
pressure,
high
support
Pre
ssu
re
How do you lead?
ELA’s Foundational Values forPublic Agencies
• Excellent Public Service
• Sound Stewardship of Resources
• Fairness to Employees
Tough conversations?
“I’m promoting Sandy over you.”
“We must find a way to achieve the same result at
lower cost.”
“ I know you can do better.”
“I’m tired of your grousing.”
“That’s unsafe.”
What makes a conversation tough?
• Title borrowed from Robert Sutton, The No
Asshole Rule.
• Skills are easy to discuss, harder to
implement.
• Communications problems are notoriously
sneaky – we cannot observe ourselves as
others see us!
Listen like you are wrong; Speak like you are right.
• Perceive – with whole being
– Most people blunt their own perceptions.
– Cops sharpen perceptions to survive and succeed
• Suspend analysis and action
– Cops learn to draw conclusions and to act swiftly
– Act, but deliberately.
• Ask, ask, ask ask
– Action bias leads to “internal storytelling.”
– Inform your narrative with input from others.
Leaders Listen!
We need to learn how to deliver
pressure and support to each person
• Past: What happened
– Observable events and facts
– First person and objective
• Present: Why it matters
– Consequences of actions.
– Implications
• Future: Required Changes, Directions
– Changes in actions or behaviors
– Reinforcement to repeat positive actions
Fair
Process is
working
WITH
others
Giving Feedback
What does “Relational Leadership” teach us
about giving feedback?
• I am sorry
– I understand your concerns and my mistake(s)
– I sincerely regret both my actions and their impact
• It won’t happen again
– I commit to change
– I am accountable for that commitment
• Thank you for bringing this to me
– I appreciate the trust you demonstrated
– I appreciate the opportunity to apologize and change
The Critical Art of Apology
A mistake – or crisis - becomes an opportunity
to strengthen a relationship
We are most likely to trust and
co-operate with individuals and
systems - whether we win or
lose - when we experience fair
process.
“Process”
includes
anything
from
giving
feedback to
a single FF
to setting
departmental
strategy
Kim & Mauborgne, Harvard Business Review, July – August 1997
Why think about “Fair Process?”
• Engagement– Stakeholders invited to participate
– Participants have an opportunity to be heard
• Explanation– Process and rationale are clearly explained, along with
decisions and outcomes.
– Explanation is respectful – it is also often educational.
• Expectation Clarity– When decisions are made, implications for all
stakeholders are clearly articulated.
– Everyone knows what to expect, and what is expected
of them.
Fair
Process is
working
WITH
others
The Three Elements of Fair Process
Fair Process does not mean:
• Democracy
• Consensus
• Happiness or Contentment
• Accommodation of individual wishes
or whims
• Command relinquishing legitimate
decision authority or accountability
A good indication of a fair process is when people who do not
“get their way” understand why and how a decision was made,
and acknowledge that the process was fair.
• Sisyphus angered
gods through a
variety of antics.
“Accounts vary.”
• His sentence was the
worst thing the
storytellers could
imagine for a smart,
engaged person.
Learning from Sisyphus
Purpose
Expectations
Performance
Pride
A virtuous cycle
The oldest leadership seminar
• Safety and comfort
• Tactical information
• Problem-solving
• Strategic decisions
• Who are we???
If we
aren’t
telling
stories,
others
surely
are!
Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”