Parrott Leadership Ethics Ppt. 2.25.10

8/8/2019 Parrott Leadership Ethics Ppt. 2.25.10

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The Ethical Leader:The Ethical Leader:Ethics in theEthics in the WrokplaceWrokplace

Richard L. Parrott, Ph.D.Associate Professor of Education

President, Seize Your Life, Inc.

Copyright (c) Richard Parrott


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Drivers PrayerDrivers Prayerby a young Ghanaian Christianby a young Ghanaian Christian



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Here is the Opportunity . . .Here is the Opportunity . . .

See thepotential



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Here is the Playing Field . . .Here is the Playing Field . . .

Face the ambiguity



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Here is the Playing FieldHere is the Playing Field

Ambiguity1. We are not sure what the problem is.

2. We are not sure what is really happening.

3. We are not sure what we want.

4. We do not have the resources we need.

5. We are not sure who is supposed to dowhat.

6. We are not sure how to get what we want.7. We are not sure how to determine if we

succeed.McCaskey, M. B. (1982). The executive challenge: managing change and ambiguity. Marshfield, MA: Pitman.



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In the varied topography of professionalpractice, there is a high, hard groundoverlooking the swamp. On the high hardground, manageable problems lend themselves

to solution through the application of researchtheory and technique. In the swampy lowlands,messy problems defy technical solutions. Theirony of the situation is that the problems of thehigh ground tend to be relatively unimportant toindividuals or society at large, however greattheir technical interest may be, while in the

swamp lie the problems of greatest humanconcern. Donald Schon, The Reflective Practitioner



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In the varied business topography of providingproducts and services, there is a high, hardground overlooking the swamp. On the highhard ground, management problems appear to

be best dealt with through the application oftechnical solutions. In the swampy lowlands,messy problems defy boiler plate applications.The irony of the situation is that the problems ofthe high ground tend to be relativelyunimportant to the long-term success of thebusiness, however great their popular appeal

may be, while in the swamp lie the problems ofgreatest concern for the business.



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The MindThe Mind--set of Leadershipset of Leadership

Embracing Reality

Conflict is the norm. People have hidden motives.

Nothing stays fixed for long.

Universal solutions don't exist. Often, there is no right or wrong answer.

Tactics will compete against strategy.

Gray is the color on the horizon. Negotiate carefully, lest you lose your soul.



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A Picture of Business TodayA Picture of Business Today



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Negotiate the currentsNegotiate the currentsin the river of ethical danger!in the river of ethical danger!

If you want to

Keep your head above it

And put your heart into it,

You must take care of your soul.



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A Word From HeavenA Word From HeavenFor he spoke and stirred up a tempest thatlifted high the waves. They mounted upto the heavens and went down to the

depths; in their peril their courage meltedaway. They reeled and staggered likedrunken men; they were at their wits end.Then they cried out to the Lord in their

trouble, and he brought them out of theirdistress. He stilled the storm to awhisper; the waves of the sea were hushed.They were glad when it grew calm, and heguided them to their desired haven. Letthem give thanks to the Lord for hisunfailing love. (Psalm 107:25-31)



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A Word From HeavenA Word From HeavenFor he spoke and stirred up a tempest thatlifted high the waves. They mounted upto the heavens and went down to the

depths; in their peril their courage meltedaway. They reeled and staggered likedrunken men; they were at their wits end.Then they cried out to the Lord in their

trouble, and he brought them out of theirdistress. He stilled the storm to awhisper; the waves of the sea were hushed.They were glad when it grew calm, and heguided them to their desired haven. Letthem give thanks to the Lord for hisunfailing love. (Psalm 107:25-31)



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The Final Exam in Ethics:The Final Exam in Ethics:

Why wouldsomeone

follow you?



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What Keeps You Alive?What Keeps You Alive?

Dont do what the world tells you to do.

Find out what keeps you alive

And do that!For what the world needs

Is you, full of life!Howard Thurman



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A Call for Ethical LeadersA Call for Ethical Leaders

O.H. Ohmann, Skyhooks, HBR, 1955

I am convinced that workers have a finesensitivity to spiritual qualities and wantto work for a boss who believes in

something and in whom they can believe.. . . Bread alone will not satisfy workers.There are some indications that ourpeople have lost faith in the basic values

of our economic society, and that we needa spiritual rebirth in . . . leadership.



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Ethical ThinkingEthical Thinking

Whats Right?A question of virtues

Tell the truth

Keep your promises

Whats Best?A question of values

Be fair

Be kind



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Ethical CompetencyEthical Competency1. To tell the truth, especially when there is the possibility of

personal loss

2. To keep promises, especially when it is not convenient

3. To make principled decisions, especially in the face ofconflicting choices

4.To be accountable; this means being responsible forpersonal choices and growth

5. To inspire personal integrity in others by being a modeland empowering others

6. To raise the integrity of the organization in decision

making and policy enactment

7. To live authentically in personal choices and relationships

8. To manage oneself through personal awareness and self-control



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A Matter of CharacterA Matter of Character

Character

A pattern of behavior

Leadership

A pattern of influence



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How are You Wired for Ethics?How are You Wired for Ethics?

Truth: Character is living by the truth no

matter the consequences.

Stories: Character is in the way you treatpeople.

Standards: Character is living by a codeof doing what is right.

Sensitivity: Character is being sensitiveto what is best for people.



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Practical Tool #1Practical Tool #1

A Professional Conversation

Step 1: Select a value or virtue.

Step 2: Discuss two questions. What benefits are gained by livingtrue to this value or virtue?

Whatsacrifices are made by livingtrue to this value or virtue?



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Practical Tool #2Practical Tool #2

A Human Moment

A Human Moment; a moment when you payattention, physically, emotionally, andintellectually. A human moment does not have tobe a draining or personally revealing A five-

minute conversation can be a perfectly meaningfulhuman moment. To make it work, you have to setaside what you are doing, put down the memoyou were reading, disengage from your laptop,abandon your daydream, and focus on the person

youre with.Edward Hallowell, HBR, The Human Moment at Work, Jan-Feb, 1999.



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A ClosingA ClosingThoughtThought

Parrott Leadership Ethics Ppt. 2.25.10

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