Ethical Leadership

Ethical Leadership

Shoreline Community CollegeOperations Committee

December 1, 2008

Presented by Stephen SmithVice President for

Human Resources and Legal Affairs

Ethical Leadership/December 2008 2

Change and Challenges We are living and working in

extraordinary times, where change is virtually constant. Please check for updates momentarily on:

The World . . . The Country . . .

The Budget . . . The College . . .

Them . . . Us … You .. . Me!


Supervisory Responsibility Identify issues and risks

When uncertain of correct procedure When perceived as unusual or improper When information is unclear (directives and

responses)

Informed choices Find and understand the facts (investigate!) Comply with all law, contract, policy requirements Human factors (personnel and beyond)

Timely Action


Ethics - General Definition

The embodiment of those values that the person or organization feels are important…, and spell our proper conduct and appropriate action.

- Webster’s Dictionary


Sources of Ethical Core Values College Mission Strategic Plan Legal and Contractual Compliance

RCW 42.52 WAC 292-110-010, et. seq. RCW 28B Collective Bargaining Agreements Etc., etc., etc.


Ethical Awareness

Public sector ethics issues are both practical and political, involving: Public, Media, and Legislative interests Constituent and Labor Relations Audit Findings Employee Morale Public Trust and Confidence

These issues affect enrollment and funding in higher education


Ethical Choices

Ethical choices are generally not between issues of good and evil, but rather between two goods, such as:

Truth vs. Loyalty

Failing to disclose or address improper conduct

Individual vs. Community

Private or personal benefit

• Short-term vs. Long-term

“Expediency is the opposite of ethics, but …”


Ethics in State Government Policies, law, and expectations that

define the minimum standards of conduct for state employees to achieve: Public trust in government operations

and cooperation with government authority

Efficient use of public resources to conduct the business of government

Accountability of public employees


Ethics Context at SCC

Vision We will be a world-class leader in student

success and community engagement

Mission We are dedicated to serving the

educational, workforce and cultural needs of our diverse community.


Ethical Awareness

Daily ethical choices Words

Actions

Nonverbal

Clearly distinguish and understand “must,” “can” and “should”


Ethics Law Requirements Ethics law requires that all of our

actions are consistent with the highest principles of public service: Selfless -- without any personal or

private benefit Efficiently and productively doing our

job Serving the public interest as defined

by Leadership through Mission, Strategic Plan, etc.


Ethics Law Consequences Investigations and audits

State and federal College

Corrective and disciplinary action Grievances, mediation, arbitration

Individual fines and civil penalties

Negative public perception


Defining Ethical Leadership

From an executive/HR perspective: Consistent, professional behavior

(Leadership by Example) that demonstrates the highest values of official conduct and accountability.

Timely perception and action that fulfills agency business objectives efficiently and respectfully for all parties.


Ethics Standards

The ethical standards for each employee are defined and reflected in the words and actions of their supervisor … and all other College leaders


Core Principles of Leadership (Clarity) Decisions, communication and actions are

clear and logical

(Transparency) Actions are consistent with law and core business purpose – and anticipate public disclosure and controversy

(Diversity) Actions are equitable and respectful for all persons

(Productivity) Actions efficiently fulfill formal business objectives and core values


Key Leadership Issues Power and Perception

Objectivity

Transparency

Confidentiality

Appearance of Impropriety Abuse of Authority or Position

Conflict of Interest

Misuse of state resources

Critical choices: Can vs. Should


Power and Perception

Ethical behavior is respectful

Treating people with respect … including compassion … is the most productive and efficient use of our (state) resources, time and energy.

More healthy … less downtime Less conflict … reduced liability

Demonstrate respect for individual’s rights and inherent qualities


Ethical cognitive errors: common rationales for unethical behavior

Deadlines or performance goals

Lack of resources, staff, time

Fear of authority

Career pressures to get the job done

The action “isn’t really” illegal

The action is in an individual’s or organization’s

“best interests”

The action is “unlikely” to be discovered


Global Ethics Principles

Objectivity

Selflessness

Stewardship

Transparency


Objectivity

College employees are public employees under the law and must place the public’s interest before any private interest or external obligation. Decisions should be made on the merits of any issue.

• RCW 42.52.020, Activities incompatible with public duties

• RCW 42.52.030, Financial interests in transactions

• RCW 42.52.040, Assisting in transactions


Selflessness

College employees should not make decisions in order to gain financial or other benefits for themselves, their family, or their friends.•RCW 42.52.070, Special privileges

•RCW 42.52.140, Gifts

•RCW 42.52.150, Limitations on gifts

•RCW 42.52.080, Employment after public service


Stewardship

College employees have a duty to conserve public resources and funds against misuse and abuse.

• RCW 42.52.070, Special privileges

• RCW 42.52.160, Use of persons, money, or property for private gain

• RCW 42.52.180, Use of public resources for political campaigns

• WAC 292-110-010 – Use of State Resources


Transparency

College employees must be as open as possible about decisions and actions while also protecting confidential information.

•RCW 42.52.050, Confidential information

•RCW 42.17 Public Disclosure Requirements


Conflict of Interest

A conflict of interest occurs when you (or a member of your family) have a private interest that may benefit from your official actions, or when a private interest could interfere with official duties

Money or financial

Non-monetary

Most conflict of interests result from the exercise of discretionary (unsupervised) authority … and the supervisor can remain individually liable


The Appearance of ImproprietyRecognizing Potential Conflict of Interest

Mission

Official Responsibilities

Use of College Resources

Personal Relationships and Activities

Private Employment

Commercial Business and other Private Transactions


Consider This

“If … you can’t be a good example, then you’ll just have to be a horrible warning.”

- Catherine Aird


Ethical Leadership Summary

Demonstrate that you understand your role

and responsibilities

Comply with all laws, and rules and policies

Clearly communicate and model

expectations for staff

Consult with Human Resources early and

often!

Expect Ambiguity, Change and Paradox

Discussion? Questions?

Thank you.

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