There are many elements that contribute to ethical culture, but the most important thing so far is moral leadership. Leaders must demonstrate their commitment to ethics in action, not just words. So many managers send mixed messages to their employees. For example, they talk about the importance of morality, but let their best salesman escape because it is not moral, because he is the company's biggest source of income.
The management's responsibilities are clear - they are extremely responsible and therefore need to ensure that the company does the right thing.
In short, as a manager, you have two good reasons to build your ethics:
1. Protect yourself from making decisions that might put you or your company in trouble.
2. Make yourself more marketable. As organizations become more interested in ethics, good empowerment of the topic may become increasingly popular.
The question is, what do you need to do? If you manage other people, consultants or suppliers, there are six basic elements to being an ethical leader [I use the term "leader" in a broad sense because many people are leaders, even if they don't have a job title or status]:
1. Take responsibility. Moral leaders take personal responsibility to ensure that their organizational components are ethical. This includes explaining to people what criteria are needed and not ignoring any violations.
2. Honesty [with yourself and others]. Honesty is true, frank and honest. This is not just telling the truth, but telling the whole truth. Some people are good at telling the truth and ignoring information because they know they give an impression when expressing something. This is a selective truth telling that this is not frank. If the boss is honest, it does not necessarily mean that the employee will be honest, but it is much more likely than the boss to be dishonest.
3. Be transparent. The usual definition of the term "transparency" is ' in the context of business, related to the full disclosure of financial information to investors. However, it is not just compliance and regulation. This is about open communication rather than hiding information. True transparency can only occur in a culture of high trust. For example, bosses need to trust employees, and they don't want the data to fall into the hands of competitors. A manager who trusts his or her people and is transparent and gives the real reason for decision making [rather than concealing information or relying on 'spinning'] will foster a culture that does not value transparency and openness.
4. Challenge to do something wrong. This sounds obvious, but it doesn't always happen, because people are too busy to make things happen and they should really challenge. They often don't challenge, because doing so means there will be an uncomfortable conversation, and few people talk about it. However, preparing to do so is at the heart of challenging potential unethical behavior.
5. Increase your ethical knowledge at work. Morality is not just a matter of understanding and clarifying one's moral values. This is of course part of it. But it is also a question of acquiring certain skills and abilities, including the ability to first identify ethical issues, the ability to engage in difficult conversations, and the right questions for solving ethical issues. At the best decision.
6. Be an example. To be a good role model is action and speech.
Doing the above six things will lead you to become an example, creating a culture and background that makes people more likely to care about doing the right thing.
Orignal From: Six steps to becoming an ethics manager
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