CEUs: 0.30

"It was a fantastic class--interesting, informative, and well-paced. It was filled with practical information I will use! I now have a brand new way of looking at leadership and management."

• Leadership Challenge

• Ethics and Ethical Decision Making

• Initiating and Managing Change

• Manager's Academy

This session deals with important aspects of leadership—those having to do with practices and behavior that model the way for a credible, ethical, and honorable workplace.

Length:  One 3.5-hour session

Instructor:  Wade

Who should attend: Executives, managers, and supervisors

Benefits:

• Avoid management practices that create hypocrisy and erode credibility.

• Send a clear message of integrity, vision, and values.

• Handle with ease external and internal pressures to behave dishonorably.

Learning Outcomes:

By the end of this program, you will be able to:

• Recognize the importance of vigorous vs. caring virtues.

• Address management policies and practices that inadvertently encourage unethical behavior.

• Deal with turf wars, difficult employees, staff conflict, and political pressures in a consistent, ethical manner.

Program Outline:

I.          The evolving definition of leadership

            A.         Why what you learned in the past may be wrong

            B.         How leadership differs from management

            C.         How management by objectives can produce problems

II.          Caring virtues and vigorous virtues

            A.         What happens when one group is neglected

            B.         The one virtue that is key to resolving sensitive employee relations problems

III.         Case examples

            A.         Reverse delegation

            B.         Performance evaluation confrontations

            C.         Practices that inadvertently reward poor performance

IV.        Considering the organization’s influence

V.         Dishonorable versus honorable leadership

VI.        Case examples

            A.         Rebounding from bad decisions

            B.         Dealing with negative employees

            C.         Avoiding the “we/they” syndrome

VII.       The Josephson Institute of Ethics decision-making model

VIII.       A sample decision-making guide from a local organization

            A.         How employees are empowered to do the right thing.

            B.         How leaders are created

IX.         Leadership from within—the significant of inside-out vs. outside-in