Leadership Wisdom of the Week #15

“Leaders can do far more than just make their own behavior more ethical.”

– Max H. Bazerman, 2020

In today’s world, one topic that frequently comes to mind is the balance between power and responsibility. Some of these discussions can be quite theoretical, but I feel Bazerman’s quote captures the practical essence: if you have authority and influence over others, you are also accountable for their behaviour. Not fully, as every adult is naturally responsible for their own actions.

There are at least three ways this can show up in how we, as leaders, act.

Firstly, it starts with leading by example through our own behaviour. Aiming to act in a value-based, consistent, and ethical way — especially in challenging situations — sets the tone. Making the reasoning behind our behaviour visible also matters. Sometimes it is easy to know how to act, but in ethically complex situations, it can be extremely difficult to determine what is fair to everyone. In these moments especially, it makes a huge difference when a leader is open about their thinking and the dilemmas they are facing.

Secondly, there is the role we play in encouraging others. A good starting point is making the shared rules of collaboration explicit within the team. That way, everyone understands what is expected of them in building a healthy working environment. Setting targets that support ethical behaviour and recognising when people act in line with the shared expectations and organisational values, can go a long way.

Thirdly, having the courage to act when behaviour is not aligned with the organisation’s values and ethical principles is just as important. Not doing anything can be as harmful as actively encouraging unethical behaviour. I personally feel this is often the area where we feel most insecure. For many, ethical leadership equals being nice and thus focusing on the first two areas. However, it is when rules — whether clearly defined or unwritten — are broken that the true nature of leadership is tested. Do you allow selfish behaviour? Do you allow some people to avoid contributing to shared goals? Are there moments when consistency would require a more assertive response than what feels most natural?

As leaders, we are responsible for setting the foundations of an environment that is safe and productive for everyone. As a people-pleaser myself, I have come a long way — and still continue this journey — in learning that not everyone needs to like me all the time. What matters more is that people respect the consistency and integrity in how I act and how I explain my actions and decisions.

(https://hbr.org/2020/09/a-new-model-for-ethical-leadership)