unleash ideas

Global team leaders who unleash idea... are those who: 1)ask questions, and listen carefully; 2) facilitate constructive argument; 3) give actionable feedback; 4) take advice from the team and act on it; 5) share credit for team success; and 6) maintain regular contact with team members. Members of global teams whose leaders exhibit at least three of these behaviors are more likely than global team members whose leaders exhibit none of these behaviors to say they feel free to express their views and opinions (89% vs 19%) and that their ideas are heard and recognized (76% vs 20%).

Sylvia Ann Hewlett

"Creating a Culture Where Employees Speak Up" Harvard Business Review. 1/8/2016

our doubts are traitors

Our doubts are traitors

And makes us loose the good we oft might win

By fearing to attempt.

William Shakespeare

Lucio to Isabella in Measure for Measure. Act 1, Sc. 4. 1604.

unintended messages

Above all, even in what might be considered the smallest “white lie,” ethical leaders are careful not to signal that hypocrisy is OK. As an example, a leader may casually review an employee’s presentation and provide feedback like, “I think we need to take these two slides out – that data is inflammatory and we don’t want to derail the ultimate outcome which is to convince the budget committee to give us the resources we want.” While the leader might presume he has acted in the best interest of the group – going to bat for resources they need- the person building the presentation has just been told, “We can’t tell the entire truth because it could prevent us from getting what we want.” Leaders must put themselves in the shoes of those they lead and look back at their actions to see what unintended messages they may be sending.

Ron Carucci

"Four Ways Your Leadership May Be Encouraging Unethical Behavior" Forbes. 6/14/2016

psychologically unsafe to speak up

Despite saying things like, “I have an open door policy,” where employees can express even controversial issues, some leadership actions may dissuade the courage needed to raise ethical concerns . Creating a culture in which people freely speak up is vital to ensuring people don’t collude with, or incite misconduct. Elizabeth Morrison, Professor in Creative Management at New York University, says in Encouraging a Speak Up Culture, “You have to confront the two fundamental challenges preventing employees from speaking up. The first is the natural feeling of futility – feeling like speaking up isn’t worth the effort or that on one wants to hear it. The second is the natural fear that speaking up will lead to retribution or harsh reactions.” A manager’s reactions to an employee’s concerns sets the tone for whether or not people will raise future issues. If a leader reacts with even the slightest bit of annoyance, they are signaling they don’t really want to hear concerns. Says Morrison, “Leaders that are open and genuinely approachable and seen as wanting input, who demonstrate regard for the opinions of others, and model ethical behavior, are far likelier to have employees speak up when circumstances require it.”

Ron Carucci

"Four Ways Your Leadership May Be Encouraging Unethical Behavior" Forbes. 6/14/2016

what we want eventually

Happiness can be defined, in part at least, as the fruit of the desire and ability to sacrifice what we want now for what we want eventually.... The ability to subordinate an impulse to a value is the essence of the proactive person.

Stephen R. Covey

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change.  Simon & Schuster, 2013. p.48, 72