Shanda O’Dennis is a learning and development associate at Friends Services Alliance, a 501(c)(3) organization that provides services to more than 115 nonprofit organizations in 16 states — predominantly in the aging services sector.
Company values such as integrity, respect and teamwork are frequently shared during employee onboarding and plastered on a company website. Still, how often are they truly discussed, especially at the leadership level?
Complicating matters, values are rarely black and white; there is usually a degree of gray. When organizations provide ambiguous value propositions, it risks confusing new leaders.
There’s a better way to equip those moving from staff to supervisor, ensuring they are prepared to make ethical decisions that align with a company’s values. It goes beyond initial training; it requires mentorship and ongoing education at all levels of leadership.
Only by embracing this type of culture will an organization be composed of ethical decision-makers with organizational values that are deeply ingrained and manifested in day-to-day activities and operations.
The transition to leadership
The transition from staff to supervisor brings tangible changes — increased salaries, new job titles and expanded responsibilities. However, it is the intangible shifts that are often more profound.
As leaders, people are now viewed as decision-makers, problem-solvers and mediators that have the final say in many situations. Understandably, these responsibilities come with inherent pressures and expectations.
There is much more to the role of a leader than just what is on paper. A good leader needs the work experience and the soft skills necessary to uphold the organization’s culture. Without an “owner’s manual” to navigate these pressures and shifts in expectation, leaders may feel a sense of isolation or unnecessary pressure.
Organizations sometimes fail to recognize that while they have promoted someone who is good at their job, the individual may lack the management skills necessary to lead others. Many times, leaders are only made aware of their areas for improvement when they are being corrected for a misstep. But wouldn’t it be better to proactively offer the tools to make a positive impact on one’s team? There are two ways organizations and human resources teams can address this: a formal mentorship program and leadership training that involves emotional and psychological aspects.
The value of a mentor
No leader can know it all, regardless of their years of experience or the letters after their name.
Having a formal mentor in a peer role or a similar role can encourage leaders to admit when they do not know something and seek input from either their mentor or team members. Mentorship also builds a culture that lets new leaders know it’s OK to ask for help. It affirms that a significant shift happens when one becomes a leader.
Emotional and psychological training
Being a leader goes beyond knowing and complying with company policies and procedures. It takes an inherent grasp of the underlying spirit of guidelines.
For example, a late-to-work policy may be relaxed in certain situations, such as when an employee is dealing with a family emergency. This balance between policy enforcement and empathy is a mark of ethical leadership and can be taught over time.
The same goes for the ability to balance professional responsibilities with personal beliefs and walking team members through a similar balance.
For example, there’s a shift happening in organizations to use pronouns on name tags, Zoom screens and similar spaces. While everyone on a team or in a leadership position may not agree with this practice, it’s essential that personal opinions do not interfere and that company policies are adhered to. It shows professionalism and a sense of respect in the workplace.
New leaders also need to learn to understand the consequences of decisions. It’s important to be equitable and fair, but it’s equally important to be consistent. Leaders need to consider if they can make a decision consistently in similar situations. If one person is told “no” and another “yes,” they may be vulnerable to accusations of favoritism.
So many readily available tools exist to help new leaders strengthen their management muscles. For example, the Ladder of Inference helps people check their biases by shedding light on how each person’s thoughts or beliefs can shape decisions. And the RACI model (responsible, accountable, consulted, informed) is used for defining roles and clarifying processes.
Systems that set leaders up for success
Ethical decision-making is not found in a rule book or written in a job description. However, if leaders are expected to practice these principles, they must be equipped.
It’s time for organizations to take a closer look at how they define ethical decision-making and to create intentional support systems to prepare leaders to meet those expectations. By adding additional training and implementing mentorship programs, ethical decision-making can become a core element of an organization’s leadership culture.
The consequences of failing to teach this skill are significant and can go beyond the leaders themselves, impacting the entire organization.