Question: Shouldn’t our Leaders operate from a basic code of decency and to a reasonable standard of ethics? That sounds reasonable and fairly common sense but it appears to be increasingly rare these days. I am referring to the many high profile examples of a Leadership deficit we have seen of late. Even if these people have not been found guilty of crimes (yet) it is hard to see them as shining examples of good leadership and it is even harder to see light at the end of the tunnel. How can we lower profile managers or leaders be expected to ‘do the decent or ethical thing’ if this is what we are seeing day in day out?
Answer: Sure, there are people these days who think that ‘the only thing that’s right is to get on, and the only thing that’s wrong is to get caught’. I agree there are plenty of examples to support your point regarding a ‘leadership deficit’ but I know you’d agree that doesn’t mean we should follow such bad examples. In fact I suggest we should be looking for opportunities to balance these negative examples through the use of some simple common sense decencies of our own?
What can you do that would be decent, ethical and maybe even motivational for your people – and your self?
You can be the type of boss who welcomes employees by name each day. How about treating the team to a lunch-time Pizza, then sit down and share it with them, talk, question and listen to their concerns.
Recognise / reward people. Have you ever considered giving an employee an afternoon off because the worker had been doing such a good job?
Be polite. This goes beyond just saying “please” and “thank you.” Don’t interrupt when someone else is talking, don’t gossip and don’t exclude anyone.
Don’t belittle. Your people are mature, adult, professionals … treat them as such. So don’t blame. Don’t make personal attacks or criticise personal characteristics. When problems occur look for solutions.
Be honest. It’s said; “Integrity is doing the right thing when no-one is watching.” Keep your word. It’s not fair to say you’ll do something and then not follow through. If you make a mistake, admit it. Apologise. And don’t lie.
Ask questions. By listening to what someone else has to offer, you continually learn and that’s critical for success in today’s challenging marketplace.
Communicate. Controlling or limiting information demoralises staff. Why not show them ‘the numbers’… at least quarterly?
I know these may seem pretty ‘small potatoes’ when compared to some of the high profile politicians and executives misdeeds and greed that we’ve seen, but hey, we’ve got to start somewhere and why not begin with the small stuff.
If you use these techniques you may not ‘change the world’ but you will certainly have a big impact on your world and on your people.