EthixFirma, LLC

Dear Ladies and Gentlemen:

I want to introduce you to EthixFirma, LLC, an applied ethics services company located in Smyrna, GA. As the name implies, my focus is to provide a firm ethics foundation and advise to business organizations, men, and women. Please visit www.ethixfirma.com and follow my new blog. I look forward to hearing from you.

Best regards,
Tom

Tom Creely, Ph.D.
CEO, EthixFirma

It's Only Politics...

Most recently in the news, I have too frequently heard the mantra “It’s only politics…” in reference to the appalling shenanigans by members of the United States Congress. When members of Congress are challenged about the ethics of the “Cornhusker Kickback,” for example, it isn’t seen as an unethical action. Rather, it is dismissed as “It’s only politics.” As if to say that politics sets the rules of the game without any ethical boundaries. It sends the message that there is no accountability to the citizen voters and each other as reflected in their oath of office. The laws of politics over rides what is right and in the best interest of the citizens. Political expediency of the few far outweighs the moral values of the many. No wonder Congress has a less than a 20 percent approval rating. These are leaders to be replaced rather than follow. This attitude extends beyond politicians. We see it in business, academia, ministry, and even the home.


Mortgage loans were given to people who could least afford owning and maintaining a home. Greed coupled with the false belief that everyone should own a home set the stage for the financial debacle. Few decision makers questioned the ethics of placing people in homes beyond their abilities to pay. It became "just how business is done," "standard operating procedure." A few years ago university students plagiarized their term paper by blocking and copying the words straight off the Internet and placing them in the body of the paper. A professor put the squeeze on a junior professor to pass the three students after he had given them a grade of “F.” The professor excused their unconscionable actions with, “It’s a cultural thing. They don’t understand about plagiarism from their cultural background.” What an insult to an African American woman and two African women. Also, people use their religion to excuse unethical behavior. A Christian minister once said of a secretary who had stolen money from the church, “Let’s be Christian about this and let it go. We don’t want our church to look bad to the public.” This was an oxymoron statement about the Christian ethos he preached. Jesus wasn’t worried about his reputation when he chased the corrupt “den of robbers” out of the Temple. People use “it was a mistake” to assuage their conscience. Yet, it negates free will of the individual. Individuals who conceal the moral offense are complicit in the action and they enable the person to continue the unethical actions to a greater extent. Consider many parents readily excuse children’s misconduct in order to protect them from failure or when they don’t achieve the desired success. Not allowing our children to be morally responsible cheats them of their future and handicaps their moral decision making abilities as adults. We scapegoat our moral failures onto others and situations.


Not holding others accountable for their clearly unethical actions does them a disservice. It says that they are not worthy as fellow men and women to be challenged to raise the moral bar. In other words, they are less than. It demonstrates our lack of honor and dignity for others and for society. Loyalty is holding each other accountable rather than concealing misconduct. The only way to develop sound leader-follower skills and strengthen the moral muscle is to learn to be accountable and work through the moral challenges. It is from our proper response to moral failures that we become better people. Very little is learned from our successes. However, capitalizing on our failures leads us to success. It is an imperative duty upon citizens, families, and communities to promote ethical leadership. Perhaps we should put into practice the mantra “It’s only right...”

Followership: An Essential to Leadership

Even though hundreds of books a year are published on the subject of leadership, very little is published on followership. Five out of a total of ten books on being a follower have been published in the last three years. It is my opinion that these books will continue to be published in greater frequency. An emphasis on followership is increasing because our culture presents conflicting values within the workplace. In the mid-1990s the Marine Corps realized that young men and women in recruit training were having problems following orders of Drill Instructors. The problem was conflicting values, which led to leader-follower conflict. The solution was more education on ethics and how to follow.

There is responsibility on leaders and followers in order to have a working relationship in accomplishing the objective successfully.

Once I was having a problem with a senior leader who was giving me hell. After lamenting to a colleague, he said, "Tom, its all in relationships." Another said, "Pray for him." I worked on that relationship with my senior leader and prayed for him. He didn't change. However, the Lord changed me. Being a good follower is essential in order to be an authentic leader. Some characteristics of being a good follower are:

· Do what you are told to do. Even though we may not understand the ‘why’ of an assignment, we have a duty to obey, unless it is illegal or unethical. Organizational rules are in place to provide order and structure for all equally. Obedience to following orders allow for discipline to be effective in the organization.

· Be honest and open with you leader. Leadership research by Jim Kouzes and Barry Posner says that leaders most desire honesty in their followers and followers most desire honesty in their leaders. Followers have a place in the success of the organization. Leaders need honest input. Speak up and give you’re your point of view.

· Maintain integrity in the relationship with the leader. Giving into a leader who’s ethics are questionable without questioning is blind obedience. Being blindly obedient to further your relationship and career comes with a price. You are still morally accountable. Know the boundaries between you and the leader.

· Praise colleagues on their character traits rather than criticize. Keep talk and discussions with other followers and even with leaders professional. Talking negatively or gossiping about others diminishes the speaker and damages relationships, which reduces productivity. Some leaders have banned gossip in their organization because it is destructive to good order and discipline.

· Be a collaborator and team player. Learn to work across disciplines and diverse backgrounds. Recognize that everyone has value, worth, and a contribution to make. If you are on a high performance team, be aware of elitism creeping in. Reach out to others for help and give credit.

· Never take a problem to a leader without a reasonable solution. Even if it is not entirely accepted, your input will contribute to the resolution.

· Resolve problems between you and a fellow follower or leader. If it can’t be resolved, then take it to the next person in the line of authority. Taking the conflict to others exacerbates and spreads the problem.

· Be creative. If you just wait for an assignment or for whatever work is handed to you, you will most likely be the first to go in a cutback. Leaders like proactive and new ideas for improvements and cost saving from followers.

· Learn to work for the intrinsic value rather than just for extrinsic values. Extrinsic value is awards and recognition, which can be nice. However, if one only seeks the tangible assets they may never find satisfaction in their work. Intrinsic value is receiving personal reward in one’s own actions by making a difference in others’ lives, the organization, and the community. Catching and following the leader’s vision provides satisfaction and reinforces one’s work ethic. Intrinsic value is leading from the heart and not out of narcissism or egoism.

· Be of courage. A willingness to take a stand for what is right earns respect with leaders and other followers. If a leader doesn’t respect your bold actions on ethical grounds, perhaps you will need to find another job. There is no courage without costs. There is no hope without courage.

With competing values in our multicultural society, the need for research and education on followership is becoming more important in order to establish values shared by all in the organization. Leadership is promoted as the ultimate of what all should aspire to. All leaders have to follow someone. Being a good follower prepares us to take the reins of leadership responsibilities. As good followers, the valuable lessons from experience of mistakes, failures, dysfunctional relationships, etc. shape our outlook in leading others.

What characteristics of being a follower have you learned?

Facing Up to Leadership Responsibilities

Sen. Barbara Boxer went to a book signing under a blanket in the back seat of a car. She scheduled book signings in place of meeting with her constituents during the August recess. Rep. Gene Green demands all attendees show proof of identity at his town hall meeting. He authored a bill that would eliminate identity check of all voters. Shelia Lee Jackson took a phone call in the midst of a question at a town hall meeting. Rep. Silvestre Reyes held his town hall meeting by phone to avoid face-time with his constituents. But it isn’t just politicians who dodge the responsibility of leadership. Presidents, CEOs, vice presidents, chairpersons, and directors don’t always step up to the plate when the going gets tough. In The Anatomy of Courage, Lord Moran says “…a man [and woman] is guilty of cowardice when he [or she] displays ‘an unsoldierlike regard for his personal safety in the presence of the enemy’ by shamefully deserting his post or laying down his arms.” We find cowardice behavior in leaders when they are faced with moral challenges by the common folk, much less an enemy.

We are familiar with the fight or flight syndrome when we meet controversy or threat. Running and hiding from leadership responsibilities demonstrates insecurity. We undermine our own leadership capacity before followers, peers, and other leaders. I grew up seeing confrontation as a negative experience. Through my life journey, I have learned to reframe confrontation into a positive experience. To engage has become the third and preferred option to fight or flight, unless the enemy has a weapon. As a leader, rather than asserting my rank, authority, status, power, hubris, or cowardice, I have found that listening has acted to disarm. It levels the playing ground and shows dignity and respect for others’ concerns.

About ten years ago, I was going through a really tough time that required moral leadership with an apparent price. I, too, wanted to run and hide without facing the problem. It was apropos that a Ziggy Cartoon appeared in the midst of my conundrum. At the bottom of a stairway, Ziggy was looking up at the long, hard climb. The caption was It’s not what you face, it’s what you face up to that matters. We talk about courage all the time. However, courage is hard to come by, since it is not without risks or loss. With prayer and fortitude, I found the courage to take a stand for a young woman who had been abused by our leader. I was never promoted again. More importantly, she has excelled in her career and has taken the lead by stepping up to the plate.

It is easy to be a leader when most everyone likes you, while deflecting problems or challenges to lieutenants to take care of. Too often we associate leadership with popularity or better yet today, celebrity status. Authentic leadership calls us to take risks and be available to those we serve. Romanticizing leadership with our followers blindly obeying and following our vision is a false premise and leads to malignant narcissism. Most of a leader’s time is spent in the trenches dealing with challenges, moral dilemmas, and leadership conundrums. Develop the courage to face up to your leadership responsibilities.

Independence Day

"A general dissolution of the principles and manners will more surely overthrow the liberties of America than the whole force of the common enemy... While the people are virtuous they cannot be subdued; but once they lose their virtue, they will be ready to surrender their liberties to the first external or internal invader... If virtue and knowledge are diffused among the people , they will never be enslaved. This will be their great security." ~ Samuel Adams, Patriot of the American Revolution.

The need for ethical leadership is greater today than in 1776!

Does a One Time Moral Hiccup Impede Moral Leadership?

After five days of mysterious disappearance, South Carolina Governor Mark Sanford returned from Buenos Aires, Argentina admitting to marital infidelity with an Argentine woman. Ten days earlier, his wife had kicked him out of their home. For Mr. Sanford, this appears to be a one time moral hiccup. This scenario is not uncommon among politicians. Italian Prime Minister Silvio Berlusconi has recently been accused of having an extra-marital affair with an 18 year old. When asked about Prime Minister Berlusconi’s allegations, citizens of Italy generally responded, “He’s an Italian man.” Italians were more upset with suspicions that Mr. Berlusconi might have used government assets in his dalliance. Jefferson, Cleveland, Roosevelt, Kennedy, Clinton, and numerous other public officials have continued to serve successfully in the midst of tryst relationships. Others in lesser offices have resigned in shame for similar infidelities.

Certainly, infidelity is a matter of personal character. Beyond the obvious, Governor Sanford’s ethical leadership is questionable considering his departure to Argentina and absence without notifying his staff. In fact, he told them he was hiking the Appalachian Trail in Northeast Georgia. More importantly, he left the country without transferring gubernatorial powers to Lieutenant Governor Andre Bauer. The press published romantic emails from Mr. Sanford to his Argentine mistress. Were they written on the gov.sc.gov email system? Was it ethical to publish the intimate email? As commander-in-chief of the South Carolina National Guard and head of the South Carolina Homeland Security, was there a risk for national security by having a romantic affair with an Argentine woman? Can Mr. Sanford effectively complete the remaining few months of his governorship, or should he resign? What other moral leadership implications are there to be considered? Let me know.

A Firing Exposé

Firing people from their jobs has become entertainment for the masses to enjoy. The new reality show being produced by Fox, Someone’s Gotta Go, is a reflection of the power of the ubiquitous multi-media in the hands of the masses. It will premiere this summer. This new Fox reality television show sets the stage for employees of small companies to determine who is fired from employment in the current economic climate. According to news accounts employees will make the termination decision based on several factors including examining performance evaluations and salary history of the individual. Unlike Donald Trump’s The Apprentice, with his famous words "You're Fired!", Fox puts someone’s wife, partner, children, home, and general well-being at risk.

The current national unemployment rate is at 8.5% and is expected to rise to more than 10% in the summer. Losing a job is not a joyous or comical occasion. Whether you must deliver or should you receive an employment termination notice, it is not a pleasant experience. People with a moral conscience should not find it entertaining to gloat in another’s demise. Someone’s Gotta Go appears to be the new “blood sport” attacking human emotions and the essence of being.

This new show reminds me of the human spectacles played out at the Roman Colosseum where the masses cheered the lions to eat the Christians or gladiators brutally kill one another. Are we fast becoming like the mobs of Rome? Feasting on the personal demise at the hands of co-workers and friends. A television drama highlighting an employment dismissal leaves a person with a sense of self-worthlessness and humiliation in their few minutes of fame before the world. Egging on by program producers and co-workers exposes the evil nature of people as is reflected in audience response and participant interaction in the barrage of past and current reality television shows. Profiting from another’s personal pain, emotional agony, and spiritual weariness through global media outlets reflects a culture that has the moral fabric of a fishnet. It doesn’t hold the dignity of humanity.

Caveat emptor for those who jump on the bandwagon of emotional and psychological persecution of terminated persons. Such a venture could easily hinder the future of the fired, the co-workers, and the business owner. Their self-exposure risks their own reputation in the media and Internet. Professor Daniel Solove, in The Future of Reputation: Gossip, Rumor and Privacy on the Internet, says “Our reputation is an essential component to our freedom, for without the good opinion of our community, our freedom can become empty.” Would you want to do business with a small business owner who participated in such a “blood sport” by abdicating their decision making to “blood thirsty” employees? If he or she would lead their own employees into this kind of abuse of power, what might their values hold in store for you as a customer or client or vendor? What are some other ethical leadership implications of this new reality show?