Ethical Behavior Coupled with Integrity

Continuing on the topic of Integrity from last week, let us look at how ethical processes support a leader's integrity in driving the business success.

A recent study performed by the Institute of Business Ethics (IBE) found that companies displaying a ‘clear commitment to ethical conduct’ consistently outperform companies that do not display ethical conduct. The director of IBE, Philippa Foster Black stated, “Not only is ethical behavior in business the right thing to do in principle, it also pays off in financial returns.”

Part of your commitment as a business leader is to create and maintain the processes and a culture that dictates ethical behavior. Ethical behavior is not an easy path, nor is it a path taken without thought and consideration. As a leader, decision with value connections will be presented frequently. Examples could include employees stealing from the company, doing personal business on company time, modifying accounting records, or extending a customer discount that was not earned, etc.

Clearly defined organizational goals and clearly stated organizational values are integral to your ability to make the best decisions and take the right actions. As you deal with different types of situations you are being evaluated very closely by your team. As you lead by example, you become a champion for the organization’s commitment to ethical behavior. As you look to enhance the ethical policies and processes within your company, here are some principles to take into consideration:

·         Be trustful: Recognize that customers and employees want to do business with an organization they can trust. When trust is at the core of an organization, it is easy to recognize.

·         Meet obligations: Regardless of the circumstances, do everything in your power to keep commitments and obligations to employees and customers. An incredible amount of trust is built when an organization honors its commitments. If unforeseen events stand in the way of meeting an obligation, immediately communicate the challenges and work together to find resolution.

·         Reevaluate all documents and materials: Make sure all department and organizational documents and literature are clear and precise. Make sure they don’t misinterpret or misrepresent.

·         Have documented processes: Every organization is structured differently. However, having documented processes and policies on how your organization interacts with customers and employees is critical. If processes are properly documented there is no question what a product or service should be or whether a customer exception falls within the acceptable guidelines. Take a hands-on approach to all accounting and record keeping as it will allow you to end an inappropriate action in a timely fashion.

·         Be respectful: Treat employees and customers with respect regardless of differences, positions, titles, ages, or diversity. Always treat others with respect and courtesy even if you agree to disagree.

Successful implementation of these five principles becomes a leader’s daily commitment and responsibility.

Oprah Winfrey said it quite simply, “Real integrity is doing the right thing, knowing that nobody’s going to ever know whether you did it or not.”

Integrity Really Matters

When preparing future leaders to take on greater responsibility, organizations are looking for integrity and excellent communication skills.

In a recent study conducted by Robert Half Management Resources, it was concluded that beyond technical and functional expertise, the following traits were high on an organization’s list of leadership requirements. The survey included 1,400 CFO’s from a random sample of US companies with 20 or more employees.

• Integrity – 33%
• Interpersonal/Communication Skills – 28%
• Initiative – 15%
• Ability to Motivate Others – 12%
• Business Savvy – 10%

Pay attention to any form of business news and it will quickly confirm that integrity in business is becoming a lost art. Companies want quick fixes, fast money, and magic bullets. Companies are not spending the necessary time to create and maintain cultures of integrity, values, and processes, or making the right decisions for the right reasons. Lack of corporate integrity has been the documented cause of organizational demise, severe embarrassment, and financial loss many times within the last fifteen years.

The examples start with the avalanche of accounting scandals in 2001 and 2002, which included the Enron debacle and companies such as Tyco, Arthur Anderson, and Kmart. Forbes magazine created a Corporate Scandal Sheet listing just accounting imbroglios like the companies listed above. The list was published on August 26, 2002 and sadly is quite long. In the last few years, we have seen similar challenges in the financial and mortgage world with AIG, Goldman Sachs, Freddie, and Fannie.

Corporate integrity is not a choice, nor should it be implemented for shear convenience. Integrity is the concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. In ethics, integrity is regarded as the quality of having a sense of honesty and truthfulness.

Fast Company conducted a study with the objective being to gather perceptions about specific characteristics of leaders. 95% of respondents said “yes” or “absolutely” when asked. Do the ethics of the CEO play a meaningful role in the way business gets done? Respondents go on to say “Good ethics is also good business. It builds the brand, draws customers, and saves money in the long run.” (Fast Track Leadership Survey August 2005)

Organizations must take the time to define their core values. Clearly defined core values create a sense of unity and help the company steer all of their resources in a focused and meaningful direction. It is the spirit that drives the company regardless of its industry or size and helps the organization make appropriate decisions in tough times. Core values provide answers to tough questions and act as a guiding light in situations of conflict. Leaders with integrity must have an unwavering commitment to the organization’s core values and they must be willing to defend them.

There are no quick fixes, or magic bullets. Money needs to be earned. Show your external and internal customers, as well as all of your stakeholders, that your organization stands for something and that it has self-imposed rules that guide all decisions.

Leading with integrity sends a powerful message to employees.

Your leadership by example is critical to creating an environment and culture of integrity throughout the entire organization.

Integrity really does matter!

Ever wonder why you feel bad when someone yells at you?

Research with the formation of snowflakes shows that when symphonic classical music/sound is piped into the development area, the formation of snowflakes is very symmetrical and beautiful. While the formation of snowflakes with very erratic and discordant sounds such as death rock or suicide music the snowflakes are not able to achieve proper symmetry because of discordant sounds. Ever wonder why you feel bad when someone yells at you?

The eyes may be the window to the soul, but language is the door to the mind. It's also part of the engine. In many ways, language is the currency of influence, ego-nomics, and value generations / destruction - all of which goes straight to the brain.

In my work, I look at the axiological value of words / language and how this impacts people at a neurological / emotional / cognitive level. Not only in the conversations we have with others, but the conversations we have with ourselves as well.

It is a proven scientific fact that the brain is wired for LOVE and not hate. Neuroscience has viewed the neuron/dendrites of audio signals related to compassion vs hatred. That research showed very full tree-like dendrites with the sounds and words of a compassionate human behavior while those relating to words of hatred, bitterness, strife, and anger are very sparse, and have the shape of burnt and wilted tree.

Deadly Communication Mistakes to Avoid - 5

here is skill #5 for today; (if you missed skill #4 yesterday, click here):

BEING RUDE – rudeness is perhaps at the root of many major in-house disasters. No matter how much you feel the other person deserves it, you should never be rude. Politeness goes a very long way in communication. Always be polite.

Deadly Communication Mistakes to Avoid - 4

Here is skill #4 for today; (if you missed skill #3 yesterday, click here):

TELEGRAPHIC COMMUNICATION – so many times, you might be talking on a certain subject and thinking about it at the same time. With that background in mind you say something cryptic and expect the listener to understand exactly what you mean. When you say something you need to say it clearly, in complete sentences and ensure that the person whom you are addressing is on the same page with you. Talk clearly.

Deadly Communication Mistakes to Avoid - 3

Here is skill #3 for today; (if you missed skill #2 yesterday, click here):

ASSUMING YOU KNOW IT ALL – everyone would have come across a know-it-all and everyone knows how deeply annoying it is to keep hearing, ‘Oh! I know that!’ When someone else is talking empty your mind of bias and prejudice, which by the way includes assuming you know what the person is talking about. Try to catch the talker’s point of view; you will be often surprised how different the subject is from what you thought it is. Good communication skills demand that you never assume anything. Stay unbiased.

Deadly Communication Mistakes to Avoid - 2

Here is skill #2 for today (if you missed skill #1 yesterday, click here):

REACTING WITH ANGER – no matter what the other person says; do not react with anger or insults. This cuts off the communication. The person or persons will stop communicating with you fearing your reaction and you will become the loser in the end. When you are angered by what others say, learn to control your feelings and steer the conversation to neutral grounds. Emotional outbursts kill good communication. Control your emotions.

Deadly Communication Mistakes to Avoid - 1

In continuation to my Quantum Physics of Beliefs Round Table discussion on Miscommunications last week (in case you missed it, click on the link), this week I will be writing this 5 part mini-series on more communication skills.

It does not matter how good you are in your profession; if you are a poor communicator, you are likely to run into many work-related problems. It may surprise you, but 90% of these problems would not be there in the first place if you could communicate clearly to and with your peers, superiors and subordinates. Good communication skills in the workplace are not a ‘nice to have’ but a requirement.

Many unknowingly commit deadly mistakes in communication that result in having them completely cut off. Recognize and avoid these mistakes (in no particular order) and your professional and personal life would take off: (here is skill #1 for today)

TOO BUSY TO LISTEN – communication means information sharing. In other words, it means you give and take information. Most of us just give information and when the time comes to take in information we shut off. The result is a huge communication gap, which in turn can create chaos. Good communication skills require you to listen. Talk. Stop. Listen.

What's So Hard About Real Conversations?

In continuation to my Quantum Physics of Beliefs Round Table discussion on Miscommunications last week (in case you missed it, please click here on this link), today I will be writing about this struggle that most Leaders go thru regularly in their communications with their followers.

What does it mean to “come out from behind ourselves to have real conversations”?

What’s so hard about that?

If you are a Leader, your job is to accomplish the goals of the organization. You do that in large part by making every conversation you have as real as possible.  A Leader’s job is essentially to engineer the types of conversations that produce clarity, cooperation, creativity, drive, and a connection to values beyond the company.

Your conversations may have to come up with a big new idea, or transform your company into a better place to work, or maybe figure out how to improve customer-renewal rates. You may use conversations to enhance collaboration, or provide leadership development, or deliver performance review feedback.

Success as a Leader depends on the success of your conversations, and occurs one conversation at a time. Here are four components of successful conversations:

In order to execute initiative and deliver goals, Leaders must have conversations that:

1.    Interrogate reality

2.    Provoke learning

3.    Tackle tough challenges

4.    Enrich relationships

Each of these four components is tough assignments for any one conversation to achieve.  To help put this into perspective, the next time you have a conversation, ask yourself which, if any, of these goals you think was approached, even minimally.

·         Did I ask about the other person’s perspective?

·         Did I try to understand the person, situation, or issue better?

·         Did I try to get to the real issue, and the nuances behind the challenges?

·         Did I enhance our relationship, deepen our connection?

What's So Hard About Real Conversations?

If you’re a leader, your job is to accomplish the goals of the organization. You do that in large part by making every conversation you have as real as possible.  A leader’s job is essentially to engineer the types of conversations that produce clarity, cooperation, creativity, drive, and a connection to values beyond the company.

Being conscious of how you communicate and having a well-thought out strategy is key to being an effective and influential communicator.


We come into contact with so many different people during the course of our day, we can't just have one mode or style of communicating. Your boss, your direct report(s), your partner, your clients, your colleagues - they all need and expect different things from you. Being able to communicate in the appropriate way and match those needs will make your life easier!


The Beauty of 360degree Communication
Here are a few tools and techniques you can employ to deal with those different groups of people:


1) Your Boss


He/she is expecting you to do your job, that's why they hired you so when they interact with you, they want to hear about what you have been doing especially the things you have completed that will make their life easier.


• Keep positive - if you have a challenge then have a solution as well.


• No surprises - as much as you may not want to tell them something, honesty is always the best policy. If it's a genuine mistake then admit it, be upfront and give your Boss a chance to prepare for any fall-out there may be. Depending on what it is, your Boss may be as much on the line as you so have him as your ally as opposed to your enemy.


• Be inclusive - don't complain about other people to your Boss. Don't be seen to be self-seeking or sycophantic, it's not attractive and only makes you sound desperate. Like the 'comedian' who can only make people laugh by poking fun at others; be credible and good at what you do without having to malign your colleagues.


2) Your Direct Reports


Just as you will want to impress your Boss, your direct reports will want to do the same thing with you, or at least your high performing direct reports will. They also need something in return - they need to hear information from you about the business, they need to know how their job fits in with that and contributes to the bigger picture. They also need to know you care about them and their development. Lots of things huh?! Here are a couple of easy ways you can meet those needs:


• Set the Communication temperature - set up regular briefings with the team informing them of things happening in the business, within their department and even the industry. Let them know that open communication is a given and that you are committed to sharing things with them and giving them an opportunity to share their own ideas.


• Set up regular Engagement Interviews - these need to only be once a quarter or maybe twice a year depending on how many people you have in your team. Spend at least 1hr speaking to each individual direct reports about what they are passionate about, what they enjoy about their job, how you can make their lives easier, why they stay with the Company. This information is like gold dust and will give you great insights in to how your team can be more productive and how to keep them engaged.


3) Your Client


This can be one of the more difficult relationships to manage as it really is about positive influence, without any positional power. You need to rely on your personal power - the traits you have that set you apart and make you someone your Client wants to do business with. Be a person with integrity, who can be relied upon to do good work. Build a track record based on success and delivery. Be an expert in your field and use your knowledge and network to add value to your Client. All good in theory right, so how do you put this into practice:


• Be a skillful enquirer - ask lots of questions, gather information and really understand your Client, the needs they have and where you can help and add value. Have a Question Strategy - think about the questions you will ask at the next meeting, use open questions to encourage your Client to talk and share and make sure you plan enough time so it doesn't feel rushed and like it's the Spanish Inquisition


• Know their style - we all have a preferred style of communication. Some of us like data, others value relationships; some like to make decisions and do so relatively quickly and others prefer to consider all angles and make a more informed decision, over a period of time. There is no better way but we have more in common with some styles than others and that can impact how well we communicate and ultimately influence. Knowing if your Client is more about data or relationships could be the key to getting the next deal signed!


So, ultimately, it's all about knowing how to change your communication style to suit others and having an arsenal of tools and techniques you can readily deploy for any given situation. Good luck!

Positive Influence by Effective Listening

Positive influence happens in a variety of forms between managers and those they supervise. It surprises many managers to learn that one of the most significant ways to influence others in a positive way is by effectively listening to them.

"I was astonished! All I had to do was listen, and this employee of mine worked through his own problem without me giving a bit of advice." Newly aware of his own listening patterns, this manager whom I was coaching for some time stopped himself from jumping in with solutions when an employee began sharing a problem. Instead, he listened quietly and occasionally summarized what was being told. The employee came to his own conclusions right in front of him. The manager realized how much he had been interfering, by being too quick to give advice, with his staff’s ability to build confidence. He was amazed that most people just want him to listen to them.

Most Important Attribute

Listening to the individual is the most important attribute of an effective manager. Managers who listen, earn employee’s respect and loyalty. They discover important things about how the business is going. One company hired an expensive management consultant to find out why workers had low morale. The consultant began searching for the cause of dissatisfaction using a method the company's managers could have used themselves. He directly asked the workers why they were unhappy - and listened to their answers.

Employees frequently have excellent ideas about improving productivity of the work environment. Managers who listen for these ideas solve more problems than those who do not. These managers create a sense of concern for their staff while receiving better-quality information.

Dave, the foreman of a large manufacturing plant called Jorge, a supervisor of a production line, into his office to explain plans for a new way to assemble machinery. Dave described how he thought the procedure should be changed. Jorge's only response was silence and a frown. Dave realized something was wrong and sensed Jorge might have something to say because of his non-verbal communication. So Dave said, "Jorge, you've been in the department longer than me. What's your reaction to my suggestion? I'm listening." Jorge paused, and then began to speak. He realized his manager had opened the door to communication and felt comfortable offering suggestions from his years of experience. As the two employees exchanged ideas, a mutual respect and trust developed, along with a solution to the technical problems. While listening, the manager remained in complete control of the situation. He was an active, not passive, listener.

Why People Are Poor Listeners

When we think about listening, we tend to assume it is basically the same as hearing; this is a dangerous misconception because it leads us to believe effective listening is instinctive. As a result, we make little effort to learn, or develop listening skills, and unknowingly neglect a vital communication function. Consequently, we create unnecessary problems for ourselves and others: misunderstanding, hurt feelings, and confused instructions, loss of important information, embarrassment, frustration, and lost opportunities.

Listening involves a more sophisticated mental process than hearing. It demands energy and discipline. Listening is most often a learned skill. The first step is to realize that effective listening is an active, not a passive process. A skilled listener doesn’t just sit there and allow listening to happen haphazardly.

The belief that the power of the talker plays a major role in communication is why many managers are poor listeners. In our society talking is viewed as more important, with listening categorized as only a supportive function.

Levels of Listening Model

Listening can be seen as a model that has three levels. They are distinct categories into which people fall; they may overlap or interchange depending on what is happening. As managers move from level 3 to level 1, their potential for understanding, retaining what is being said, awareness, responsiveness, creativity, and effective communication increases. All managers listen at different levels of efficiency throughout the day, as their listening habits, their attitude toward listening, their mental alertness, and physical health change.

Level 1
At this level there is conscious attention, understanding, awareness of the moment, respect and a spirit of cooperation. This means managers will see things from the other person's point of view, be empathetic to the person’s feelings, and thus avoid internal distractions that interfere with effective listening. They pay attention to the talker's total communication by listening to content and the intent of what is being said; such as, tone of voice, inflections, volume. A critical ingredient of this level is the managers' attitude of mutual respect which helps suspend negative personal labels and is non-intimidating. This positive mindset promotes a communication process of inquiry and informing rather than an advocating position of "know–it–all." Summarizing and paraphrasing techniques will be applied to clarify meaning and understanding.

Managers at this level handle difficult situations more effectively because they know the importance of dealing with others from a non-blaming attitude. Usually stress at this level provides motivation, improves performance and excitement, increases focused energy, and fosters mental alertness.

This mental alertness often results in improved decision making, creativity, and memory. There is a greater ability to explore alternatives and choose the best one. Managers at level 1 avoid becoming preoccupied with their own internal dialogue that can inhibit effective listening. They also are aware that conversation requires a substantial amount of conscious processing because it involves novelty. We are not sure what the other is going to say, and we try to formulate unique responses appropriate to the discussion.  This lessens the ability to listen effectively.

Level 2
This level of listening is characterized as containing partial awareness, being in and out of consciousness, listening to words but not fully understanding the meaning of the message. Managers at this level don't realize information is being missed. This results in making little effort to understand the talker's intent or to clarify for understanding.

Each person has their own meanings for words because they filter them through their varied beliefs, knowledge, cultural upbringing, education, and experience. As a result no two people have exactly the same meaning for the same word or expression; meanings are not in words, meanings are in people.

Much is being communicated interpersonally that isn't verbalized. Research shows that there are three factors that impact on the outcome of effective communication: words (verbal), vocal (tone of voice), and body language which include, facial expression, body posture, gestures and eye contact. The relative impact is: words 7%, tone of voice 38% and body language 55%. When managers are experiencing level 2 listening, they are mainly focusing on the words. Much of what is not being communicated non-verbally is being missed.

Level 3
This level has dangerous consequences. It’s an automatic “tuned-out” mode. Internal distractions include daydreaming, thinking about something else, self - dialogue, finding fault, and negative feelings. Not much of what is said will be remembered. Managers will experience concentration problems resulting in difficulty in making appropriate decisions.

A major factor that contributes to level 3 is a blaming attitude that perpetuates negative feelings of frustration, anger, worry, impatience, and loss of humor. These factors cause stress which then reduces alertness and creativity. Fatigue is often part of this level: a feeling of not being up to par, loss of initiative, increased indifference. Managers can become complacent about getting the job done.

The following example illustrates the three levels. A manager named David met with one of his key employees. "Carol,” he said, "I have the feeling there's something that disturbs you about our professional relationship." Carol took this encouragement as an opportunity to explain that she felt he made some very degrading comments to her a week ago. Instead of reacting defensively, Dave listened to Carol's whole explanation and acknowledged her feelings. "I appreciate you telling me," he said. "I can see how you thought my comments were a putdown." "Yes", Carol remarked, "I was upset about it." David listened to that, too, and expressed concern that Carol was upset, adding, "I didn't intend it as a putdown."

This listening encounter proved a success because David stayed in level 1 throughout the conversation. By doing so, he influenced Carol in a positive way that encouraged Carol to feel comfortable talking about her negative feelings. David's level 1 behavior impacted Carol in such a way that she could respond to him at level 1. A few days later, Carol was heard mentioning her rapport with David as an example of a good working relationship.

Imagine what might have happened if David had reacted defensively at level 3 after inviting Carol to discuss what was bothering her! Often, when managers offer someone the opportunity to express his or her feelings about their behavior, they feel attacked and find it difficult to handle the feedback as David did. Usually managers take what is being said personally, become defensive or even verbally attack the person.

If David had responded at level 3 in a defensive manner to Carol's expressed negative feelings, the conversation more than likely would have ended with no resolution and increased alienation. Defensive listening is a major barrier to effective communication and problem solving because it perpetuates resistance, hostility, and an argumentative atmosphere.

Listening to others gives managers the information needed. Listening to themselves gives them the information to act in their own best interests. As managers achieve self-awareness, they are more able to choose their response rather than react automatically. They would then respond to what is real, rather than to emotions or misconceptions.

Information is power. Effective listeners are able to concentrate and find the most valid information in whatever they listen to. Effective listeners are powerful people that have positive influence on others.

Really Good Listening Habits are Hard to Find

When is the last time you had a conversation with someone where you really felt like the person you were talking with was engaged in the conversation and was really interested in what you were communicating?

Their body language, eye contact, and tone of voice were focused and inviting and surrounding distractions seemed irrelevant. Every one of us can remember a meaningful conversation and what it felt like to “be heard.” Being heard is an important component to how we measure our self-worth and self-confidence.

Emails, voice mails, text messages, LinkedIn, Facebook, and the limit of 140 characters on Twitter are the very common forms of today’s communication. Technology has given us the ability to share ideas with anyone, at anytime and anywhere in the world. Our global environment requires this technology to be successful, and it will foster continued innovation at an awe-inspiring rate.

However, the true essence of business is built around people and the future innovations people can and will inspire. Every piece of technology existing today and every new innovation that will inspire our world tomorrow is a collaboration of people listening, communicating, and working together.

I am the first to admit the advances to communication portals and the speed at which we can communicate are necessary. I am only suggesting that we do not forget to really listen along the way. Take a step back and evaluate your listening ability and techniques. Do any of the following apply to you?

·        Check and answer email while talking on the phone (personally or professionally)

·        Respond to texts while in a meeting or at your child’s soccer game

·        Watch your children IM or text while doing homework or at the dinner table

·        Spend time updating your Facebook wall instead of reaching out to someone meaningful and having a real conversation

·        Engage in a conversation with an employee, while you shuffle papers and respond to a receptionist call that Mr. Smith is on line two

If we are honest with ourselves, we are all guilty of one if not many of these listening infractions. We get caught up in the crazy and scattered pace of life. Let’s take a step back and remind ourselves that good listening is essential to effective communication, and here are some simple habits that can improve our listening ability:

§  Take time to listen. Stop, take a deep breath to clear your mind, and really listen to an employee sharing ideas or to how your son’s day at school unfolded.

§  Be attentive. Put the world on hold and pay 100% attention to the person talking with you. They believe what they have to say is important and so should you.

§  Listen with an open mind. Don’t be judgmental. Listen to everything the person is communicating and before judging the value of the information, ask questions to better understand the scope and depth.

§  Listen for feelings. People repeat those things that are important to them. Listen to what is said but also to how it is said. Feelings often speak much louder than words.

§  Listen for retention. While listening, summarize the highlights of the conversation in your mind so you can play it back to the person with whom you are talking. It will help you implement the important details later, and it will send the important message that you were really listening.

Finally, listen to others like you want to be listened to … you will be astounded as to how much more you will get accomplished and learn if you stop and really listen. And, you will be amazed how much you miss if you don’t!

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya ats6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.