When should you leave an unethical culture?
Sometimes individuals become aware of unethical behaviour that conflicts with her personal values, professional code of ethics and/or the law. Many people struggle with what they should do and generally would fall into three broad categories: a) those who choose to go into self-preservation mode and therefore remain silent and keep their heads down, b) those who choose to report unethical behaviour and c) those who choose to exit because they do not want to be associated with the organisation (another form of self-preservation). Those in the second category may eventually be forced out, especially when the people they have exposed are powerful. They may find themselves being victimised or that the leadership does not take adequate action with regard to what they have reported.
Balance strength with flexibility
I have noticed an increase in conversations around agility across various professions. This is a natural consequence of the increase in volatility, turbulence, uncertainty, complexity and ambiguity in the environments organisations are forced to operate in. The upheaval caused by the pandemic has shown us all just how important agility is. Most organisations have found that they needed to adapt faster than they had ever imagined possible and some hard lessons were learnt in the process.
I have however begun to wonder whether we are not going to fall prey to overemphasising one organisational competence at the expense of other important components.
Be honest about where you are
The result of having to lead uphill, is that many of us tend to set our own needs aside and focus on what must be done. We must soldier on, a noble quest. Fighting for survival in an upside-down world. If not us, then who? In the process we tend to miss the signs that tell us that we are in trouble, at risk of running our own immune systems into the ground. And, in turn, increasing the chances that we are becoming walking risks ourselves. You are no good to the organisation when you are no longer your healthy self.
The power of self-observation
Taking a step back and getting onto the balcony to observe yourself is probably one of the most difficult things to do. We don’t like acknowledging, nor watching, our flaws in action. However, as long as we are not aware of the flaws, we cannot correct them. It is always a lot easier to look at the flaws of others than looking at our own. When we are able to convince ourselves that we need to become our own observers and step back, we open up a whole new world of possibilities in our own self development. But, that does sound easier said than done. How does one accomplish and maintain such a feat?
Encouraging empathy in your organisation
There is a strong correlation between performance and empathy in the workplace. Where there is more empathy, effective communication and improved human connections tend to be more prevalent. Leaders who want to see increased performance should therefore put more effort into creating an emphatic atmosphere in their spheres of influence. In order to create an empathic culture in the organisation, the leadership cannot be passive and hope that the culture will shape itself into what is desired. The tone is set at the top, but there are a number of interventions that may be helpful in empathy becoming central to the culture of the organisation.
Interview with Priscillah Mabelane, Executive Vice President for Energy Business at Sasol – Levelling the Leadership Playing Field
In this conversation Dr Claudelle and Priscillah Mabelane explore the factors that contribute to the challenges women find in leadership and how to break through those barriers.