Do ethics matter? What about our gaps?

On Monday, we had a speaker on campus to talk with us about ethics at work - oh so important in a work environment and in mine, perhaps more so than some. But what fascinated me was how he opened the conversation by asking us about our personal values. A few key points stood out and I thought I'd share - because it became very clear that it's from our values that our personal and work ethics stem.

Shades of blue and gray: Oregon coast south of
Cannon Beach (April 2013)

Gaps and gray areas

Our speaker, Bill Grace, who founded the Center for Ethical Leadership, noted when he asked us about our values that no matter how saintly we consider ourselves (or not), we all have gaps. All of us. And there are many shades of gray. He also acknowledged that most of us want to close those gaps once we know they exist - but it's the knowing part that's sometimes the hardest. Most of us have a pretty strong sense of what's wrong or right, yet those the gaps can be hard to see because, like it or not, we have our biases based on our backgrounds, experiences, knowledge, and our own moral compass.

One way Bill suggested we assess where we are is to look at our calendars and our checkbooks. Does how we spend our time (and I have to add, who we spend it with...), or how we spend our money, line up with what we say we value? That's a useful benchmark. I know I'm not there yet. At least in a few areas there's room for improvement (ahem... shop therapy, anyone?).

Shared experience

He also explained that we - the collective we - share at least a handful of personal values. His experience shows that, whether in a room of 80 or 8000 people, at least one out of eight common values are shared, with love, family and integrity the top three. He did an exercise to demonstrate this, and our group of 150 shared at least one in seven. Of those three, my top value is integrity - in a sense, an umbrella value for me under which things like honesty, doing what you say you're going to do (or clean it up) and acting ethically fall under.

A particularly fascinating reminder was about the Pledge of Allegiance, something I haven't thought about for a very long time, but it's pertinent given the gay marriage legislation being considered in states around the country. Written in 1892, the closing line reads, "and liberty and justice for all." (By the way, for those of you who don't know, "under God" was added to the pledge in the 1950s). But in 1892, there were many gaps in terms of who 'all' included. Women didn't yet have the vote. It wasn't until the 1960s that the Civil Rights Act was passed. And today, civil liberties are still unavailable to certain segments of the population - and dare I say it, some could be considered threatened.

Doing the right thing

Distinctions in leadership were made: Are you a transactional or a transformational leader? Both are acceptable forms of leadership and have value. But transactional leadership is about doing things the right way, whereas transformational leadership is doing the right thing, even if it isn't the popular thing. Bill challenged us to "stay in deep water and work to resolve" the things that are important - and to do the right thing, even if it isn't the easy answer.

Lastly, we talked about ethical dilemmas and how important it is to remember there's a human being at the other end of a decision. As author Stephen Covey suggests, look for the win-win. Don't necessarily choose justice over mercy, or vice versa, just because a policy dictates something. Policies and laws aren't always right, and as mentioned, there are many gray areas. Instead, what if there's a third possible option that's both just and merciful?

So just what is ethics? 

Our ethics are derived from what we value. It's doing the right thing. Your heart or your gut (whichever one you listen to) usually knows what that is. In coaching, one of the first things we look at when checking in with ourselves or working with a client is what we most value. It's in part how we measure progress. How do these things we say are so important actually line up with what we do?