“There’s evidence that more-ethical companies have happier employees and do better in the market.”
– Maryam Kouchaki
If an organization is getting results without ethics, is it worth it? When asked this question directly, I think most people would respond, “no.” However, we may all be able to name people who were considered great leaders who have fallen due to lapses in character and ethics. When an organization is getting results, I think we can be tempted to downplay the lapses in character of a leader whom we see as being powerful in getting those results. We get enamored by achievements and then ignore or make excuses for not giving that leader feedback or holding them accountable.
Research has been pointing to how humility plays a role in ethical workplaces and in us personally as leaders. Susie Allen in her article, 5 Researched-Backed Strategies for Building an Ethical Culture at Work, cites research from Maryam Kouchaki and Isaac Smith who share how promoting humility is a key strategy.
Elizabeth Krumrei Mancuso has also written an article titled, Three Reasons for Leaders to Cultivate Intellectual Humility. A benefit of intellectual humility is that a leader’s followers tend to be more satisfied with their leadership. Ethical organizations also do better in the marketplace and have happier employees.
This research has prompted me to reflect on how do we build humility to follow our ethics and not the lure of recognition or drive for results at any cost? Here are some action steps to consider:
Test Your Own Values and Behaviors
It can be easy to write down a list of admirable values. However, the work comes with knowing if you are truly living them in your behaviors. Allen in her article discussed practical strategies that can guide us such as:
the publicity test (“Would I feel comfortable if my reason for this decision appeared on the front page of the newspaper?”), the generalizability test (“What would happen if everyone behaved this way?”), and the mirror test (“When I look in the mirror, will I be proud of myself after making this decision?”).
Mancuso’s article provided another great reflection question of, “What is the likelihood that my knowledge on this topic could be inaccurate?”
Growth Mindset and Grace to Learn from Failure
If we have a culture where we only celebrate achievements and results, then people can fear sharing about mistakes. However, if we create a place where we openly share failures as a positive step in learning, this will give people permission to learn and grow. This includes how we as leaders react when someone shares a mistake. Do we show fear and frustration? Or are we open and ask questions that help everyone to see learning and opportunity from the situation?
Most importantly, we need to give grace to ourselves. The other day I was speaking to a leader who is in an organization going through multiple transitions. She was putting so much pressure on herself not to make a mistake that it was promoting indecision and procrastination. She needed to acknowledge what she could control, move forward where she had clarity, and give grace in the process. This is where innovation could flow.
Build a Caring Character
One aspect of building humility is engaging in empathy. When viewing a situation or a decision, put yourself in the place of another person. Just the other day, a leader was sharing with me about a team member whose struggle with fear about health issues in the world today seemed excessive to this leader. The leader was becoming easily frustrated with this person, and it was starting to impact their relationship. We took time to look at what life was like for this employee with being a single mother with a young child and elderly parents who were dependent on her. When she looked at situations at their workplace from this employee’s circumstances, it brought a new perspective to some of the decisions that needed to be made.
Another way to build ethics and humility, that Allen cites in her article, is to give back. Being generous and providing ways for employees to be socially conscious can promote moral growth. In my own life, I have seen how volunteer work has helped me grow as a total person.
Have Safe and Trusted Relationships to Talk through Ethical Decisions
I always encourage leaders to have safe people to process through ethical decisions. Talking to another person and admitting that you need help in processing is also a way to build humility. You don’t have to have all the answers on your own. This can be a trusted mentor, supervisor, colleague or board member. We need people in our lives where we can be vulnerable and receive feedback that helps us in our own growth and ethical decision making.
How will you build your humility to support your ethics?