The Ethical Leader:

Ethics in the Wrokplace

Richard L. Parrott, Ph.D.

Associate Professor of Education
President, Seize Your Life, Inc.

Copyright (c) Richard Parrott

Driver’s Prayer
by a young Ghanaian Christian
Copyright (c) Richard Parrott
Here is the Opportunity . . .

See the potential

Copyright (c) Richard Parrott

Here is the Playing Field . . .

Face the ambiguity

Copyright (c) Richard Parrott

 Ambiguity
1. We are not sure what the problem is.
2. We are not sure what is really happening.
3. We are not sure what we want.
4. We do not have the resources we need.
5. We are not sure who is supposed to do
what.
6. We are not sure how to get what we want.
7. We are not sure how to determine if we
succeed.
McCaskey, M. B. (1982). The executive challenge: managing change and ambiguity. Marshfield, MA: Pitman.

Here is the Playing Field

Copyright (c) Richard Parrott
In the varied topography of professional
practice, there is a high, hard ground
overlooking the swamp. On the high hard
ground, manageable problems lend themselves
to solution through the application of research
theory and technique. In the swampy lowlands,
messy problems defy technical solutions. The
irony of the situation is that the problems of the
high ground tend to be relatively unimportant to
individuals or society at large, however great
their technical interest may be, while in the
swamp lie the problems of greatest human
concern. – Donald Schon, The Reflective Practitioner

Copyright (c) Richard Parrott

In the varied business topography of providing
products and services, there is a high, hard
ground overlooking the swamp. On the high
hard ground, management problems appear to
be best dealt with through the application of
technical solutions. In the swampy lowlands,
messy problems defy boiler plate applications.
The irony of the situation is that the problems of
the high ground tend to be relatively
unimportant to the long-term success of the
business, however great their popular appeal
may be, while in the swamp lie the problems of
greatest concern for the business.

Copyright (c) Richard Parrott

The Mind-
Mind-set of Leadership
Embracing Reality

Conflict is the norm.

People have hidden motives.

Nothing stays fixed for long.

Universal solutions don't exist.

Often, there is no right or wrong answer.

Tactics will compete against strategy.

Gray is the color on the horizon.

Negotiate carefully, lest you lose your soul.

Copyright (c) Richard Parrott

A Picture of Business Today

Copyright (c) Richard Parrott

 Negotiate the “currents”…
…in the river of ethical danger!
If you want to
Keep your head above it
And put your heart into it,
You must take care of your soul.

Copyright (c) Richard Parrott

 A Word From Heaven
For he spoke and stirred up a tempest that
lifted high the waves. They mounted up
to the heavens and went down to the
depths; in their peril their courage melted
away. They reeled and staggered like
drunken men; they were at their wit’s end.
Then they cried out to the Lord in their
trouble, and he brought them out of their
distress. He stilled the storm to a
whisper; the waves of the sea were hushed.
They were glad when it grew calm, and he
guided them to their desired haven. Let
them give thanks to the Lord for his
unfailing love. (Psalm 107:25-31)

Copyright (c) Richard Parrott

 A Word From Heaven
For he spoke and stirred up a tempest that
lifted high the waves. They mounted up
to the heavens and went down to the
depths; in their peril their courage melted
away. They reeled and staggered like
drunken men; they were at their wit’s end.
Then they cried out to the Lord in their
trouble, and he brought them out of their
distress. He stilled the storm to a
whisper; the waves of the sea were hushed.
They were glad when it grew calm, and he
guided them to their desired haven. Let
them give thanks to the Lord for his
unfailing love. (Psalm 107:25-31)

Copyright (c) Richard Parrott

The Final Exam in Ethics:

Why would
someone
follow you?
Copyright (c) Richard Parrott
Don’t do what the world tells you to do.
Find out what keeps you alive
And do that!
For what the world needs
Is you, full of life!
Howard Thurman

What Keeps You Alive?

Copyright (c) Richard Parrott

A Call for Ethical Leaders
O.H. Ohmann, Skyhooks, HBR, 1955
“I am convinced that workers have a fine
sensitivity to spiritual qualities and want
to work for a boss who believes in
something and in whom they can believe.
. . . Bread alone will not satisfy workers.
There are some indications that our
people have lost faith in the basic values
of our economic society, and that we need
a spiritual rebirth in . . . leadership.”

Copyright (c) Richard Parrott

Ethical Thinking

What’s Right? What’s Best?

A question of virtues A question of values

Tell the truth Be fair

Keep your promises Be kind

Copyright (c) Richard Parrott

Ethical Competency
1. To tell the truth, especially when there is the possibility of
personal loss
2. To keep promises, especially when it is not convenient
3. To make principled decisions, especially in the face of
conflicting choices
4. To be accountable; this means being responsible for
personal choices and growth
5. To inspire personal integrity in others by being a model
and empowering others
6. To raise the integrity of the organization in decision
making and policy enactment
7. To live authentically in personal choices and relationships
8. To manage oneself through personal awareness and self-
control
Copyright (c) Richard Parrott
A Matter of Character
Character Leadership
A pattern of behavior A pattern of influence

Copyright (c) Richard Parrott

How are You Wired for Ethics?
Truth: Character is living by the truth no
matter the consequences.
Stories: Character is in the way you treat
people.
Standards: Character is living by a code
of doing what is right.
Sensitivity: Character is being sensitive
to what is best for people.

Copyright (c) Richard Parrott

Marks of an Ethical Leader
1. Integrity – to tell the truth and keep
your promises.
2. Self-
Self-control – to be in control of
your impulses and urges.
3. Optimism – to face failure with the
belief you can improve.
4. Self-
Self-consistency – to live true to
your best in all situations.

Copyright (c) Richard Parrott

Practical Tool #1

A Professional Conversation

Step 1: Select a value or virtue.

Step 2: Discuss two questions.
◦ What benefits are gained by living
true to this value or virtue?
◦ What sacrifices are made by living
true to this value or virtue?

Copyright (c) Richard Parrott

Practical Tool #2
A Human Moment
A Human Moment; a moment when you pay
attention, physically, emotionally, and
intellectually. “A human moment does not have to
be a draining or personally revealing … A five-
minute conversation can be a perfectly meaningful
human moment. To make it work, you have to set
aside what you are doing, put down the memo
you were reading, disengage from your laptop,
abandon your daydream, and focus on the person
you’re with.”
Edward Hallowell, HBR, “The Human Moment at Work,” Jan-Feb, 1999.

Copyright (c) Richard Parrott

A Closing
Thought

Copyright (c) Richard Parrott