Taking the High Road: How to Succeed Ethically When Others Bend the RulesDECEMBER 11, 2013

Taking The High RoadTaking The High Road

Frank C. Bucaro, CSP,CPAEFrank C. Bucaro, CSP,CPAE

www.frankbucaro.com

frank@frankbucaro.comfrank@frankbucaro.com

Norman R. Augustine Former CEO of

Lockheed Martin Corporation

“ “I can think of no commitment more I can think of no commitment more important to a corporation or its survival important to a corporation or its survival than its commitment to ethics.than its commitment to ethics.

That means not only conducting our That means not only conducting our business affairs within the letter of the law, business affairs within the letter of the law, but also in the spirit of the law.”but also in the spirit of the law.”

“ “ Business is a partnership of Business is a partnership of people creating in many ways, people creating in many ways, a better life for others as well as a better life for others as well as ourselves.”ourselves.”

If Aristotle Ran General MotorsIf Aristotle Ran General Motors

By Tom MorrisBy Tom Morris

Ethics is:

What you do when no one is looking.What you do when no one is looking.

Honesty in action.Honesty in action.

A tough decision with the payout at theA tough decision with the payout at the

end and an unethical decision is an easyend and an unethical decision is an easy

one with the payout up front.one with the payout up front.

Negative Ethics

1.Tell us what not to do.

2.Prevent harm.

3.Imply the obligation to not do harm.

-Marvin T. Brown

Positive Ethics

1.1. Give guidelines for what we should do.Give guidelines for what we should do.

2.2. Promote a good.Promote a good.

3.3. Imply a responsibility to do good.Imply a responsibility to do good.

4.4. Rely on the power of the organization to Rely on the power of the organization to be responsive, and to love the ability to be responsive, and to love the ability to respond.respond.

-Marvin T. Brown-Marvin T. Brown

Ethics

Focus on action not behavior.Focus on action not behavior.

Justify action not behavior.Justify action not behavior.

Acknowledge the gap between Acknowledge the gap between “ought” and “is.”“ought” and “is.”

People get in trouble at work for four reasons

1.1. Abuse of power.Abuse of power.

2.2. Abuse of knowledge.Abuse of knowledge.

3.3. Abuse of access.Abuse of access.

4.4. Abuse of relationships.Abuse of relationships.

““We are not disturbed by things, but We are not disturbed by things, but by the view we take of them…. by the view we take of them….

When we meet with troubles, become When we meet with troubles, become anxious or depressed, let us never anxious or depressed, let us never blame anyone but…..our opinion blame anyone but…..our opinion about things.”about things.”

Epictetus (60 A.D.)Epictetus (60 A.D.)

Myths That Our Culture Teaches…

PAINMust be avoided at all costs.

HAPPINESS“Go For It!” “If it feels good, do it!”

“ME” ORIENTED SOCIETYMoney and materialism

COMPETITIONWinning isn’t the only thing, it is everything!

Decision Making Process

EXPERIENCE

DECISION

REFLECTION

Three Psychological Persons

ADULT

Go Slow!

PARENT

No! No! No!

CHILD

Go For It!

Five Emotions

1.1. SadSad

2.2. MadMad

3.3. GladGlad

4.4. Scared Scared

5.5. HurtHurt

Decisions are Based on …

1.1. IntuitionIntuition

2.2. ExperienceExperience

3.3. FeelingsFeelings

4.4. External AuthorityExternal Authority

You Must Consider:

The ActThe Act

CircumstancesCircumstances

Criteria for JudgmentCriteria for Judgment

Communal WisdomCommunal Wisdom

Five Key Challenges to Business

1.1. Increasing Greed of BusinessIncreasing Greed of Business

2.2. Ethical ViolationsEthical Violations

3. 3. Lack of Sensitivity to Workers’ NeedsLack of Sensitivity to Workers’ Needs

4.4. Intensifying “Hucksterism” in BusinessIntensifying “Hucksterism” in Business

5.5. Worker OppressionWorker Oppression

Relationship Builders

TRUST TIME

TALKTOUCH

8 Great Leadership Habits

1. Find every opportunity to practice the virtues of 1. Find every opportunity to practice the virtues of integrity, trustworthiness, honesty and integrity, trustworthiness, honesty and compassion.compassion.

2. Ask yourself: How is my organization better 2. Ask yourself: How is my organization better today because I am in it?today because I am in it?

3. Weigh your actions toward creating more good 3. Weigh your actions toward creating more good than harm.than harm.

4. Ask yourself: How am I a better person because 4. Ask yourself: How am I a better person because I am part of this organization.I am part of this organization.

Leadership Habits-2

5. Remember to treat each person with the 5. Remember to treat each person with the dignity and respect that every human being dignity and respect that every human being deserves.deserves.

6. Find and name strengths of the organization 6. Find and name strengths of the organization that can help you become more human.that can help you become more human.

7. Be aware of whom you benefit, whom you 7. Be aware of whom you benefit, whom you burden and how that decision is made.burden and how that decision is made.

8. Practice getting beyond your own interests to 8. Practice getting beyond your own interests to make the organization stronger.make the organization stronger.

You Must Ask:How will this help them…

Feel that they belong?Feel that they belong?

Develop an unique identity?Develop an unique identity?

Feel significant?Feel significant?

Social Significance Question

How do I fit in here?How do I fit in here?

Cowboy Ethics

1.1. Live each day with courage.Live each day with courage.

2.2. Take pride in your work.Take pride in your work.

3.3. Always finish what you start.Always finish what you start.

4.4. Do what needs to be done..Do what needs to be done..

Cowboy ethics-2

5. Be tough, but fair.5. Be tough, but fair.

6. When you make a promise, keep it.6. When you make a promise, keep it.

7. Ride for the Brand.7. Ride for the Brand.

8. Talk less and say more.8. Talk less and say more.

Cowboy Ethics -3

9. Remember that some things are not for 9. Remember that some things are not for sale.sale.

10. Know where to draw the line.10. Know where to draw the line.

Ethical Considerations

On what foundation do we base our On what foundation do we base our ethical decisions?ethical decisions?

People make decisions based on the People make decisions based on the values they hold dear.values they hold dear.

Ethical principles are not concerned with Ethical principles are not concerned with how things how things dodo operate, but with how they operate, but with how they shouldshould operate! operate!

Ethical Considerations (continued)

The most difficult decisions to make, are The most difficult decisions to make, are those in which there is a conflict between those in which there is a conflict between two or more principles of which you deeply two or more principles of which you deeply believe in.believe in.

It is important that we determine in It is important that we determine in advance what our priorities are, realizing advance what our priorities are, realizing that a lot will depend on the situation.that a lot will depend on the situation.

Factors in Making an Ethical Decision

1.1. Is this in line with our company’s Is this in line with our company’s objectives?objectives?

2.2. Will this decision result in the Will this decision result in the right thing being done for the right thing being done for the client?client?

Mindfulness

Consider all implications of Consider all implications of

every decision you make!every decision you make!

Self Esteem

Your choice

makes a difference.

Death is a part of life.

Believe in you.

Believe in others.

Risk!

Reference Materials

1. www.globalethicsuniversity.com

-customizeable online ethics training -customizeable online ethics training providing CEUs.providing CEUs.

2. 2. www.ethicsoversight.com

- complete online ethics case - complete online ethics case management system.management system.

Reference Material

““Blind Spots: Why we fail to do what’s right Blind Spots: Why we fail to do what’s right and What to do about it.” Ann Tenbrunsel and What to do about it.” Ann Tenbrunsel and Max Bazermanand Max Bazerman

““From Values to Action: The Four Principles From Values to Action: The Four Principles of values-based Leadership.”of values-based Leadership.”

Harry Kramer, former CEO of Baxter Harry Kramer, former CEO of Baxter InternationalInternational

GIFTGIFT

Each Each DayDay

Each Each PersonPerson