Leaders: Legal, Ethical, Right?

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Did you ever play a game as a child when you made up the rules as you went along? I’m guessing that those evolving rules often proved to be a source of contention!

Leaders at work find the same to be true. When managers decide to disregard their moral compass as the official business handbook, they begin to make up the rules as they move along. Anything can happen, and the situation frequently proves to be a source of conflict.

Two Strategies to Avoid the Downward Trend in Honorable Leadership

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the ceo magazine, leadership,
Lee Ellis, President, Leadership Freedom® LLC

Do you watch trends? For some leaders, it’s easy to pick up on patterns and trends in business and culture. For other leaders, it’s not as intuitive. Unfortunately, the decline in accountability and honorable behavior in our culture is a hard trend to miss. The business sector is making some good inroads to stem this tide, but it’s still a challenge at every level from the executive office down to the warehouse. Dishonorable behaviors have always been a problem especially where there is power or money at stake. If you’re concerned about this downward trend affecting your bottom line performance, what can you do?

Keep Clinton and Trump Out

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The prediction is clear: The U.S. presidential campaign is one of the nastiest and divisive in history. Both political parties are working overtime to convince us the opposition is not only bad for the country, but they are immoral people, too.

While most workplaces are safe havens from political discussions, the effect of the high-volume bombardment of toxic “we-them” and “us-they” rhetoric can ooze into daily work. The mind-numbing result: If people don’t think like me they must be stupid. (Or at a minimum, I shouldn’t trust them.)

Who’s in your Out-Group?

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the ceo magazine, leadership qualities,
John F Dowling

According to Susan Krause Whitbourne, Ph.D. “It is a well – known principle in social psychology that people define themselves in terms of social groupings and are quick to denigrate others who don’t fit into those groups. Others who share our particular qualities are in our ‘in-group’ and those who do not are in out-group.”  Unfortunately, this principle can manifest itself in how we treat our subordinates at work.   This concept was first brought to my attention during a Leadership Program at Rice University by D. Brent Smith, Ph. D.   Dr. Smith shared that we all do it some degree.  Sometimes the groupings are based on work performance, but most follow the definition of the principle, we keep close those who are like us and keep away those who are not.

Mobilize Your Team for Success: The Power of Translation

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the ceo magazine, team management,
Larry Solomon, CEO, Solomon People Solutions

During my tenure as executive vice president of human resources at Dr Pepper Snapple, I worked with CEO Larry Young who recognized the strategic importance of a strong partnership between executive leadership and human resources. The impact of this belief in the strategic importance of people is evident in our successful transformation from a subsidiary of Cadbury-Schweppes to the impressive publicly traded company it is today. Together, we were able to engage 20,000 employees in numerous countries and diverse cultures, align them behind the right priorities, and efficiently and effectively build skill-sets critical to company success.

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