Welcome & Introductions

Transcription

1 We Move Leaders Who Move the World 1 th Annual Compliance & Ethics Institute October th, 01 Welcome & Introductions Fran Johnston, PhD Founder, Dr. Fran Johnston co-founded in 00. Dr. Johnston works internationally with senior executives as an advisor, focusing on the intersection of leadership and strategy, and the personal change needed for organizational transformation. Fran has designed and implemented advanced facilitation programs throughout North America, Turkey, Italy, Africa, The Caribbean, Cambodia and Azerbaijan to name a few. She is the co-author of Becoming a Resonant Leader with Annie McKee, and is the author of numerous articles and chapters on emotional intelligence, resonant leadership and systemic change interventions. Kristin von Donop Partner, Change Logic Kristin von Donop focuses on strategic renewal with individuals, teams, organizations, and communities. She is known for her ability to engage people at all levels to identify their most significant challenges, generate solutions and exercise the leadership required to implement change. Her expertise is intentional and constructive decision making that accelerates strategy execution. Her clients include Microsoft, SAP, Intel, the International Rescue Committee, and the Scottish Government. She has worked with diverse audiences as faculty for Harvard University Executive Education programs and the Dubai School of Government. Tell me, I will forget Show me, I might remember Involve me, I will understand Ancient Proverb 1

2 Client Request THE BOARD REQUESTS ACCELERATED EXECUTIVE ENGAGEMENT AROUND NEW EXPECTATIONS. EXECUTIVES WITH REGION, GLOBAL, OR BRAND RESPONSIBILITY WILL ACTIVELY CREATE ETHICAL ENVIRONMENTS. WE EXPECT EXECUTIVES TO: 1. Recognize ethical dilemmas;. Apply a shared approach when addressing ethical issues;. Understand the impact of unconscious bias on decision making;. Create an environment that encourages people to speak up about ethical questions and concerns. Our Research: Ethical Behavior Philosophical Models for Ethical Decision Making Ethics Are Easier To Discuss than to Live Up To Golden Rule Kant s Categorical Imperative Consequentialism Utilitarianism Golden Kantian Consequentialism Ubuntu Islamic Confucianism Karma People are most comfortable with ethics to explain behavior. We often fail when applying ethics to guide our behavior. Self Image as Motivator Self-Deception Self-Indulgence Self-Protection Self-Righteousness Faulty Reasoning Our Focus A LEADER S INDIVIDUAL VALUES INFLUENCE THEIR DECISIONS AND BEHAVIORS. THE DECISIONS AND BEHAVIORS SHAPE THE WORKPLACE CLIMATE. AN ETHICAL CLIMATE EXISTS WHEN PEOPLE DO THE RIGHT THING AND THEY SPEAK UP ABOUT THEIR CONCERNS.

3 The Business Case 8-90% of difference between outstanding and average leadership is Emotional Intelligence Up to 0% of climate is related to leadership practices Up to 0% of discretionary output is related directly to climate Goleman, Daniel, Leadership That Gets Results Harvard Business Review (March - April 000): How Do Leaders Create Ethical Climates? 8 What are my values? What does the organization value? What does my profession value? What do the communities value? How capable and consistent am I with: Self Awareness Self Management Social Awareness Relationship Management How can I do better and create the environment where people feel valued, are engaged, and will raise ethical questions and concerns? 8 Moments of Truth 9 A moment when someone decides, by observing your actions and behaviors, whether or not you are a real champion of doing the right thing. The moment has the most impact in challenging workplace situations or incidents that activate people. Often these moments are ripe to convey your ideals to others. 9

4 Ethical Decision Making & Unconscious Bias 10 Barriers to an Ethical Organization 1. Ill - conceived goals. Motivated blindness. Indirect blindness. The slippery slope. Overvaluing outcomes Bazerman, M. H and Tenbrunsel, A. E, Understanding Ethical Breakdowns Harvard Business Review (April 011): Island of Kutoma 11 The needs analysis discussions with senior executives from around the world revealed the need for a forum to discuss the Code of Conduct. They also wanted and needed to address tensions between the demands for: Execute with speed versus adherence to the code, Meet government expectations and our business goals, Develop clear expectations with partners, Address differences between eastern and western business practices. We developed a simulation with the opportunities to surface and address the tensions. The simulation takes place on the Island of Kutoma, a fictitious country. Participants are assigned a role. They represent the local management team, employees, government officials and key stakeholders. There are an array ethical dilemmas present in the context. Each simulation is enacted uniquely because people can choose to speak up or not. 11 Levels of Ethics 1 1

5 SLIDES 1 S Stop Yourself and Others Stop L Listen - Words, Emotion, and the Unspoken Listen I Inquire - Ask, Explore, Respect Inquire D Decide - Who, What and How Decide E Enrol - Individuals, Teams and Partners Enroll S Sustain - Sustain Right Action Sustain 1 1 Social Awareness 1 Empathy Organizational awareness Emotional Self- Awareness Self- Awareness Relationship Management Positive Outlook Achievement Orientation Adaptability Emotional self-control Self- Management Inspirational Leadership Teamwork Coach and Mentor Influence Conflict Management McKee, Boyatzis, Johnston. Becoming a Resonant Leader 1 When Adults Change 1 Boyatzis, Richard E. "An Overview of Intentional Change from a Complexity Perspective." Journal of Management Development, no. (00): 0-. 1

6 Pressures 1 1 Steps to Manage Your Bias 1 1 Step 1 Recognize your bias Step Set fairness as a goal Step Create the right conditions for fairness Step Practise inclusion Step Take the other person s perspective Step Be a mentor or sponsor Step Take responsibility What is important to you? How do you decide what s right? What do you speak up for? How do you create and environment where people have the will and skill to speak up? 18

7 19 A journey of a thousand miles begins with a single step. Lao Tzu 19 A leadership consulting firm with a passion to develop outstanding leadership and healthy organizational cultures everywhere from global businesses to institutions in the social sector to governments to emerging democracies. Since its founding in 00, Teleos has: Transformed over 100 Top Teams Coached more than,000 executives Delivered over 80 leadership programs to more than 0,000 participants Worked in 8 countries across continents Teleos understands the complexity of working in a variety of cultures. We have delivered programs in US, UK, Angola, Austria, Australia, Azerbaijan, Brazil, Bulgaria, Canada, Cambodia, China, Columbia, Costa Rica, Croatia, Czech Republic, Egypt, Georgia, Germany, India, Indonesia, Italy, Japan, Jamaica, Malaysia, Netherlands, Norway, Oman, Pakistan, Poland, Portugal, Russia, South Africa, Swaziland, Switzerland, Singapore, Spain, Thailand, Turkey, United Arab Emirates, Vietnam and Zambia. 0 Clients Around the World 0 Global 00 Companies Global 100 Companies 19 Fortune 00 Companies 8 Fortune 100 Companies Across All Industries 0 Education clients 18 Healthcare clients 11 Media clients 10 Finance clients 10 Pharmaceutical clients 9 Government Services clients Top Retail clients Top Telecommunications clients Oil & Gas clients of the World s Largest Technology companies 0 Specializations and Publications 1 Our team includes best-selling authors, respected researchers, highly educated experienced business leaders and ICF Certified Coaches and coach developers. specializes in: 1. Leadership & Emotional Intelligence. Organizational Change & Engagement. Top Team Development. Executive Coaching & the Teleos Coach Development Program Our work is grounded in decades of research and experience in: Emotional Intelligence and Resonant Leadership Business Leadership development Management Psychology and neurophysiology Organizational development Change Group dynamics Systems theory 1