Ethical Behavior: It starts with you

During the past, we have been revolted by the shameful unethical and criminal behavior exhibited by the leaders of Enron, WorldCom and many others who have made a mockery of honor and decency in the corporate world. We may have been repulsed by the combination of boards of directors and senior managers who participated in these egregious activities, or at best, looked the other way.

Yet, as leaders it is crucial that we recognize the responsibility we have to set and follow ethical standards of behavior that become the norms for our teams to emulate. It?s not enough to judge the behavior of our superiors and colleagues as being contrary to the values and mores that we, and they, know to be right. Rather, it is imperative that our commitment to business, professional and personal ethics be practiced consistently, without exception. Even if everyone takes home company paper clips or uses the long distance service for personal calls, these activities are at least unethical, if not illegal.

Consider three steps: First, clarify your own values and determine the extent to which you practice them routinely. Next, discuss with your group your expectations for their performance as measured against the established standards. Finally, when you or one of them digresses, address the issue immediately to ensure that the standards are maintained.

What we seek to change in another, we must first change in ourselves. With this understanding we will strengthen the trust that helps to make us effective leaders and genuine examples to all.

Emotional Intelligence: A fundamental key to leadership

True leaders are people who care about those they lead and who can express their concern for others through empathy and understanding. Since only about seven percent of what we communicate is verbal, it is not necessary to state our feelings in so many words, because our attitude and body language can send the message for us. But as we?ve said before, a kind word or a well-deserved pat on the back can bolster commitment and greatly enhance productivity.

According to Daniel Goleman, author of Emotional Intelligence, ?Just as the mode of the rational mind is words, the mode of the emotions is nonverbal.? Therefore, if we?re angry with another person, we don?t have to say so, our responses and actions convey it all. This is all the more reason why leaders need to take care not to let negative feelings govern their actions. We can learn not to react to negative stimuli, but rather to respond from a positive perspective.

For example, when confronted with frustrating circumstances, we may tend to pass our frustrations on to our team or staff, since sharing our anguish may serve as a form of release. Misery loves company. However, our people will greatly benefit from our placing the challenge in a positive context prior to communicating the substance of the situation.

The willingness to take responsibility to maintain emotional equilibrium is a fundamental reason why true leaders are made, not born. Like most of life, maintaining mental stability to improve the quality of our mission as leaders is a choice and when we see the desirable outcomes that result, one that we are happy to make.