Lowest Prices • Free Ground Shipping Call Us! 800-421-0833 Watchlist  Watch Later Help   |   cart My Cart 
  |     |   Mobile Site

Your cart is currently empty.

Your watchlist is currently empty.

Once & For All: Stopping Sexual Harassment at Work

Posts Tagged ‘Ethics’

10 Guidelines for Ethical Leadership

Monday, June 8th, 2015

If you have the responsibility of leading and influencing others, it’s important that you remain aware of the impact you have on them in the area of integrity and ethics. Employees who see ethical behavior modeled by their manager or supervisor are more likely to act in kind. Additionally, employees who rate their leader as “ethical” typically have greater job satisfaction and higher levels of commitment.Ethics 4 Everyone video

Here are 10 guidelines for ethical leadership, along with corresponding action steps to help you put the guidelines into practice: (more…)

Training Success Story: CRM’s “Ethics 4 Everyone’’

Saturday, October 25th, 2014

Ethics Training CoursesThe ROE Report Results: A recent “Return on Expectation” (ROE) study has shown that CRM Learning’s “Ethics for Everyone” video training program exceeds customer expectations nearly 100 percent of the time. Both individuals and organizations have rated their experience as “highly satisfactory” in an independently-conducted study.

About the Video: “Ethics 4 Everyone” combines real-world situations and practical advice for anyone confronted with ethical issues at work. The training program teaches participants to apply a quick “Ethical Action Test” to various situations – and the entire video runs only 15 minutes. A bonus segment for organizational leaders is also included. (more…)

Ethics are Imperative for Success

Wednesday, August 21st, 2013

Ethics in the Workplace Training In today’s challenging work environment (demanding schedules and deadlines, fierce competition and difficult economy) it can be easy to forgo ethical decisions if they conflict with success. However, upholding ethics in every aspect of the workplace is imperative. Maintaining a high level of ethical behavior helps maintain organizational values and reputation. Lost profits can be recovered, but a ruined reputation typically cannot. Sometimes, when in the midst of an ethical dilemma, the right path isn’t always obvious. The following videos will help clear up any “gray areas” and teach employees how to uphold organizational integrity at all times.

Ethics 4 Everyone – The title speaks for itself. This powerful video provides an overview on ethics for every type of organization. Employees are encouraged to use an ethical action test when faced with tough decisions and are given tips for solving common ethical problems. (more…)

The Ethics of Emotional Intelligence

Friday, August 19th, 2011

by Gael O’Brien

Recent leadership failures in several high profile companies draw increased attention to the reality that achieving goals – performance – is only part of the formula for success. Another critical piece is the way leaders do it, which impacts others – relationships.  Leaders who are low in self-awareness, self-regulation, motivation, empathy and social skills lack something called “emotional intelligence” (EQ), a behavior model popularized by the work of Daniel Goleman. (more…)

Free Activity: Ethical Polling

Thursday, March 25th, 2010


  • This activity runs more smoothly if you prepare a Summary Sheet in advance, preferably on a flipchart page or a whiteboard. See below for an example.
  • You will need help displaying the results of this activity. Identify a participant in advance who can help you quickly, accurately and legibly tabulate the responses on the flipchart sheet that you have prepared.

Introduce Activity/Give Instructions

Pass out the Handout and Scoring Sheet to each participant.

REVIEW the instructions on the Handout, and explain that their opinions—the way they label the behaviors— will be anonymously collected, summarized and then discussed with the group.

The Handout asks what category each of 20 behaviors belongs to:
Clearly ethical, clearly unethical, or some shade of gray.

ALLOW participants 5 – 6 minutes to work through the list and categorize each of the behaviors as E, L, M, D, or U.

Once participants have finished filling out the Handout, direct them to summarize their own results on the Scoring Sheet.  Participants should not write their names on this scoring sheet when they turn it in to the facilitator.

ALSO MAKE SURE participants understand that they are to list the actual numbers of the items in the boxes, rather than a count of how many items they labeled in each category.  (This makes it possible to tabulate the responses.)

Sample Summary Sheet: Flipchart/Whiteboard

In advance of the session or while participants are working on their Handouts, prepare your whiteboard or flipchart page to display a summary of the data.

Directions: Set up a flipchart sheet or whiteboard as shown below (this table has been shortened to save space). Summarize the participants’ responses (from their Scoring Sheets) by placing tally (or hatch) marks in the table below.  Tally marks will enable the group to see the patterns of the responses.

Item E L M D U


Polling Activity Debrief

Collect all Scoring Sheets and summarize them on your whiteboard or flipchart. When the participants’ individual tallies have been recorded for all to see, proceed with the debrief.


  • What makes categorizing some of the behaviors difficult?  Which items were difficult to categorize?
  • Can a behavior be “slightly unethical?” or “Close, but not quite unethical?”
  • What criteria did you use to categorize your choices?  In other words, as you grouped the behaviors on the list, what were your choices based on?

               Possible examples of criteria:

  •            • Would the violation be discovered?
  •            • Were people emotionally affected?
  •            • Were significant dollars involved?
  •            • Would this behavior physically harm anyone?
  • Do you think people consider impacts or consequences when they are making their choices about ethical issues?  Which impacts make the most difference?

Discuss the results displayed on the flipchart summary. Look for certain item numbers.  Were most of the behaviors listed as E or U, or were many more listed in the gray columns?  ASK participants what patterns stand out for them.

POINT OUT items (behaviors) that have the widest range of responses.  Have the group discuss why these items might have received the range of responses they did.

SUGGEST that a possible explanation for items having a range of responses (tally marks in several categories) or items where a large number of responses labeled the behavior as M is that the organization’s policies and guidance on these behaviors might not be clear enough.

As time permits, discuss other patterns participants see in the responses. It’s likely that very rich discussions will occur around the issues raised by this exercise.


  • As we gain experience in the workplace, we tend to see things less often in terms of black and white.  Where we draw the line between right and wrong tends to become a bit blurry.
  • When right and wrong become blurry — when we are operating in the gray zone — we should fall back on the guidance of our experience, or the guidance of rules, procedures, and laws for direction.
  • It’s not possible for organizations to guide every specific behavior, or to have a rule or regulation to cover every situation. That’s why it comes down to the individual and to his or her choices.
  • Employees need to understand the intent of the organization’s code of conduct, and have an understanding of its values (and for the organization to have clear values).

Handout: Ethical Polling

Directions: What category does each of the behaviors on the list belong to?

E Clearly Ethical.
L Light Gray. Ethical, but a little fuzzy.
M Medium Gray/Fuzzy. Not obviously unethical, but not really ethical either.
D Dark Gray.  Shady.  Leaning strongly toward unethical.
U Clearly Unethical.


1. Conducting personal business on company time (sending personal messages on company e-mail; extending lunch breaks to run errands).
2. Using or taking company resources for personal purposes (home office, kids’ school, etc.).
3. Calling in sick when you’re not really sick.
4. Going to work to meet a deadline when you’re obviously sick or contagious.
5. Telling or passing along an ethnically- or sexually-oriented joke.
6. Engaging in negative gossip or spreading rumors about someone.
7. Bad-mouthing the company or management to co-workers.
8. Bad-mouthing the company or management to people outside the company.
9. Reading information or documents on a co-worker’s desk or computer screen without their knowledge.
10. Passing along personal information shared in confidence.
11. Ignoring an organizational rule or procedure.
12. Explaining behavior with, “No one told me not to do this.”
13. Failing to follow through on something promised by a date/time without renegotiating the deadline.
14. Withholding work-related information shared in confidence that others may need.
15. Letting someone fail at a task to strengthen your own position.
16. Accepting credit for something that someone else did.
17. Manipulating or withholding information in order to make a sale.
18. Failing to acknowledge or failing to attempt to correct an obvious mistake.
19. Expecting someone else to check your work for errors or flaws.
20. At tax time, making two copies of your personal returns on the office copier.


Polling Scoring Sheet

Directions: Write the numbers of the items on the Handout that fall into each of the following categories. For example, if you marked items 4, 7 and 12 as E (Ethical), write 4, 7, 12 in the large box on the E (Ethical) row.  Do the same for each category (E, L, M, D, U).


Scale Items at this Level
Light Gray
Medium Gray
Dark Gray

Please hand this form to the workshop leader after recording your responses.
Do not write your name on the form.

This activity is excerpted from the Leader’s Guide for the video training program Ethics 4 Everyone.

Need more help in this area? Ethics 4 Everyone provides a powerful ethics overview for any type of organization. In just 15 minutes, viewers see why focusing on ethics is key to organizational and individual success. They are also given an ethical action test, tips for solving ethical dilemmas, and more.

The Pros and Cons of Shortcuts: Group Brainstorming Activity

Wednesday, October 21st, 2009

Benefits of Brainstorming(15 minute activity)

SAY: This exercise will allow you to focus on what works and doesn’t work for you and your organization. Let’s examine more carefully the pros and cons of taking shortcuts, versus the benefits and drawbacks of planning and preparation. We all know sometimes the only way to get the job done is to do it “now,” even if it is not done to perfection. What are some shortcuts that are currently used in your organization?

List a few of these examples on flipchart. Next, label a heading SHORTCUTS and ask for a listing of the pros. When those ideas seem depleted, move on to list the cons of shortcuts. (Note: If not suggested by the group, here’s a listing of possible responses that can be mentioned. However, it works best if you allow group members to come up with their own list. Respectful debate and dialogue will lead the group to a new appreciation of the value of each perspective.)

Elicit answers such as these:


• Doesn’t have to be perfect, just needs to be done
• Deadline is fast approaching
• Deal with the crisis—put out the fire
• Stay on top of change
• Customers want it ASAP
• More creative under time pressures
• Beat out the competition
• “Quick fix” is addictive…adrenaline rush

• Due to quickness, mistakes are made
• Quality suffers
• Shortcuts don’t allow for creativity, and change is a creative process
• Customers aren’t well-served
• Reactive response may be “knee-jerk”

SAY: Now let’s think about the benefits and drawbacks of planning and preparation to reach desired results. When do preparation and planning lead to successful outcomes? Let’s brainstorm about the benefits and barriers to preparation and planning.

Elicit answers such as these:


• Planned strategies lead to high-quality results
• Process may be as important as product
• Pride increases with a solid approach and positive outcomes
• Avoid costly mistakes—“measure twice, cut once”
• Reflects mission & values of organization

• Can lead to paralysis by over-analysis
• Takes too long — everyone expects instant results
• Too much focus on the future draws attention away from current concerns
• Getting product to market fast is key
• Time is money
• Plans in the past haven’t worked

Now let’s discuss the following three questions:
• What corners are you cutting that may be cheating those you serve?
• What areas in your organization would benefit from more thought, planning and patience?
• For both “takes shortcuts” and “great at planning and preparation,” think of someone you know who epitomizes this trait (two different people). How would you characterize each person’s level of success…at work and in life?

~Excerpted from the Leader’s Guide to the FranklinCovey/CRM video Law of the Harvest.

Need help in this area? In Law of the Harvest, Dr. Stephen Covey uses the example of a potato farmer to make the point that, in any walk of life, your final result will only be as good as the effort you put into doing the task right. Taking shortcuts typically hurts your chances for long-term success.

Ethical Dilemmas – Group Activity

Tuesday, September 22nd, 2009

In most workplace situations, there is a clear-cut right way or wrong way to act.  However, we occasionally run into ethical scenarios where there are positive aspects to two differing actions and we are left with a dilemma.  These “competing rights” situations can be extremely stressful.

Here are a few examples:
It’s right to communicate information that might help other people…
But it’s also right to respect the confidentiality of information if you have agreed to do so.

It’s right to follow through on commitments you’ve made…
But it’s also right to address a higher priority task that suddenly needs to be completed.

In this exercise, your group will think about situations where there are conflicting rights and develop strategies for resolving them.

Set up the Activity
Break the group into several smaller groups of 2-3 people and have each small group work on one of the following situations (or have them come up with one of their own).

• Going to work when you’re obviously sick and possibly contagious.
• Telling an insecure co-worker (or subordinate) their work is good when it is not.
• Voicing support for a decision you don’t really believe in because everyone else is in favor of it and there is no more time for discussion.
• Ignoring a subordinate’s chronic tardiness because the employee has a troublesome home life and you figure they’ve got enough to deal with.

(See “Key” below for the conflicting rights in these situations.)

Review the Situation
For the issue they’ve selected, ask each group to discuss and take brief notes on:
• What are the competing “rights” in this scenario?
• What rationalizations might someone make in this situation? (Examples might include, “It’ll just be easier this way”, “It’s not that big a deal.”, “I don’t have time…”
• What outside influences might be in play?

Note: You may want to explain that influences can either be “supporting” (i.e. they help us make ethical choices– such as a manager who consistently demonstrates high integrity) or  “distracting” (i.e. they potentially lead us toward unethical behavior—such as an emphasis on meeting a quota at all costs.)

At this stage, do not have the groups come up with a solution or final decision.

Resolve the Dilemma
Explain to participants that—as they have just seen– in the case of conflicting rights, both choices may be ethical to some extent, but one is a better choice than the other.  Dilemmas typically have “better” answers, but the decision process can be tough.

Introduce the following three steps to resolving ethical dilemmas:
1) If possible, eliminate the conflict. (Seek permission to grant an exception, make a special case, or otherwise change the conditions.)

2) Decide what’s more right. (Ask which option is most in line with laws or organizational values?  Which provides the greatest benefit for the largest number of people? Which sets the best precedent for guiding similar decisions in the future?)

3) Seek Assistance. (Run the situation past your manager, HR or anyone who can listen and provide objective feedback.)

Have each group revisit their dilemma and apply these 3 steps to their decision making process. What would their suggested course of action be?

Ask a representative from each group to describe the course of action they decided on, and the rationale behind it.

Key for Instructors:
For each of the situations your group will work with, here is a little more information on the answers you might look for.
Example 1) It’s right to want to meet deadlines and keep the organization from being short-handed, but it’s also right to stay home when you’re sick so you will get well faster and avoid infecting others.
Example 2) It’s right to protect a co-worker’s feelings (especially when the person is insecure) but it is also right to make sure people know when their work is falling short so they aren’t misled into thinking they’re doing fine.
Example 3) It’s right to be supportive of a team decision, but it’s also right to make sure people know where you truly stand on an issue.
Example 4) It’s right to empathize with people who are having personal troubles, but it’s also right to keep the workplace fair.

Activity based on a section of the Leader’s Guide for the CRM Learning program
Ethics 4 Everyone.

Need help in this area? Ethics 4 Everyoneis a proven training program for teaching people how to handle a variety of workplace ethics situations including the ones that fall into that tricky “grey area.”

Top 7 Tips To Demonstrate Your Daily Work Ethics

Wednesday, January 30th, 2008

With today’s environment of 24/7 technology, less people doing more work, the demand for almost what appear to be instantaneous decisions, demonstrating daily high work ethics is a challenge for every business owner to employee. The question is how do you demonstrate your daily work ethics? These 7 steps should assist you to strengthen your own work ethics and provide greater self-satisfaction.

1. Assess your beliefs This step is really several combined into one if you don’t have a purpose in life, values and vision statements. Define your beliefs as you carry out your purpose, vision and values. Are those beliefs consistent and in alignment with those statements?

2. Look to your goals Do you have written goals that you continually striving to achieve? Without goals, why would we work less alone be concerned about our work quality?

3. Ask for feedback Seeking feedback from mentors, peers as well as bosses helps us to know if we are on target. Sometimes due to our filters of experience what we see is not what others see.

4. Hone your skills Becoming the best at what you do is a good thing. Seeking continuous improvement will demonstrate that you are truly committed to a delivering a high level of work ethics.

5. Determine your standards What are the work standards that define your work ethics? Do you go along with others and settle for mediocrity or are you comfortable striving for more because you know you can do it.

6. Model your beliefs through your behaviors Are you daily behaviors demonstrating a high level of work ethics? If no one is looking, do you act the same way or do you change because it’s okay since no one is looking and can report my behaviors.

7. Reflect each and every day Before you fall asleep or head off for work, take a few minutes for reflection of today’s actions or what may be facing you during the next 8 hours. Ask yourself: Can I be better? If so, How? If not, Why?

If you truly want to stand out in the crowd and demonstrate your work ethics, then begin to realize that work ethics are yours to control. Worrying about others is usually out of your control. If you continually demonstrate a high level of work ethics, you know that you did the best that you could do and will sleep well tonight and every future night. Let others worry about those who chose not to engage in a high degree of work ethics. For it is to be, it is truly up to me.

By Leanne Hoagland-Smith

Leanne Hoagland-Smith coaches small businesses to large organizations and high school students to entrepreneurs to double performance by closing the gap between today’s outcomes and tomorrow’s goals. Please feel free to contact Leanne at 219.759.5601 or visit http://www.processspecialist.com/ and explore how she can help you from the free articles to the improvement tips.
One quick question, if you could secure one new client or breakthrough that one roadblock, what would that mean to you? Then, take a risk and give a call at 219.759.5601 to experience incredible business.



close X
For Federal Government Customers:
CRM Learning is a division of Media Partners Corporation and all government orders are invoiced by Media Partners.

Media Partners is registered with SAM.
Cage Code: 3Q5F1, Status: Active, Expiration 01/20/2021

Too busy to preview today?
Put products in this Watch Later queue so they're easy to recall next time you visit.

Make sure you're logged in when you put videos in the queue!
Log in now.
If you don't yet have a preview account, create a limited or unlimited access account.