Those of us in the leadership development field argue leaders should regularly affirm ethical standards and be clear and consistent about philosophies, including moral and ethical postures. Could it be that this very act pumps up the collective “moral bank account” and could lead to unintended consequences?
We also regularly advise or coach managers to help individuals see their better natures, to engage in a type of positive self-talk. Our intentions are good, but our advice backfires in some specific ways that we should know and should pass along.
And finally when we as trusted advisors find ourselves in a conflict of interest we may unintentionally create difficulties with a client because we may believe that simple “full disclosure” of the conflict paves the way for continued conversation.
The articles I've written about and linked here provide some insight.
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