Ethical and Moral Leadership

We have all heard of the notion of a self-fulfilling prophecy.  In fact, I used the term in casual conversation earlier today.  But what bearing does it actually have on us as we march toward our goals?  Are we all subjected to such slight of hand? Or does it take certain circumstances to create the possibility?  More than that, is it a form of positive reinforcement or negative?  We hear all sorts of self-help books claim things like, if you can dream it, you can do it, originating from the iconic Walt Disney.  Many aspects of psychology focus on self-affirmations or speaking your dreams to give them life. Seems to me, if it was that simple, then everyone would be winning at life.   In Mark Mansons not so subtle book, “The Subtle Art of Not Giving A F***”, he criticizes greatly the idea of using self-affirmations to create a better life or self-image.  In fact, he states that the very idea of saying something is needed out loud is actually reinfo...

 Consider this: While sitting in your office at 1pm on a Tuesday afternoon, an employee comes to you and says, can we talk?  You have them close the door, and they admit to you that they have a drinking problem, and it is so severe, that they are finally admitting to you that they need help.  What do you do?  1. Facts-their job performance has not yet been effected. It is illegal to operate any vehicle while under the influence of alcohol if over the legal limit.  Policy states it is not allowed at all.  Your professional standards are to maintain confidentiality due to potential discrimination by others, as well as ensure the safety of all others to the highest degree possible.  2. Fairness-You cannot know the situations that have led this person to their current situation.  Be mindful.  Provide them with respect for being proactive, even if late in the game, but before someone got hurt.  Consider the reasons this person is asking for h...

Recently, I made a choice to change companies.  It was a large career move and one I struggled with. The location at which I have been working was full of people who had never been shown care or concern, honesty and respect.  Rather, “respect” was merely demonstrated by coming to work, doing your job, and going home.  “We’re here, aren’t we!”  With my resignation came a lot of emotion.  Not from higher up, but from within.  Even though I don’t work in education, “Principals Should Be the School Optimist-In-Chief” by Middleweb could easily sun out a few key terms for some HR jargon and the same story be told.  In human resources, I was indeed a “data analyst (payroll), cheerleader (employee morale), PR Expert (maintain professional company image in the community), parking lot attendant (same), production manager (same), public speaker / educational leader / problem solver / conflict resolver / curriculum coordinator / chief hand-holder / liaison / and s...

 "People don't want to report on the table; they want a seat at the table."  (Johnson 24)  The question becomes then, which table? For some, this question is easier to answer than others.  Personally, I find it simple; but I am usually wrong.  I say this because "loyalties" in corporate America tend to lie in the "bottom dollar" and whatever goal(s) it takes to get one there, with maximum efficiency.  As a human resources professional, though, my loyalties lie with the person, or people, who make up my workforce.  I always say, if you have no people, you have no bottom dollar.  But primarily, people look upward instead of around.   For two years I have worked for a company undergoing a massive merger, and in that merger, I have had five different bosses assigned to me.  Some have had opinions on loyalty, and some have not.  My most recent manager has said quite specifically, that my loyalties are to the HR department.  A s...

 Week One:  Having worked in positions that constantly strive toward the penultimate code of conduct in their respective industries, I have seen ethics applied well, and standards fall short, impacting business livelihood, customer / employee morale, and the bottom dollar.  What is it about commercialism or industry that makes us believe we are able to foresee enough elements in every situation to blanketly apply one standard to all situations, and maintain the expectation that it will always work?   In this blog, along with guidance from a graduate ethics course and professional developers, I will be commenting largely on the work "Meeting the Challenges of Leadership: Casting Light or Shadow" by C. E. Johnson, as well as other components drawn into the coursework.   Currently, I hold a relatively strong conviction that ethics and morality are different.  One is inherent, and one is man-made.  One is always directed by the best of intentions...