Happy New Year. We hope you have had a good break over the festive season. Whilst we were doing so we also got into a discussion about what ‘Ethical Performance’ is. The reason behind the discussion was the ethos of the team at Learning 2 Achieve that ‘everything we do is about ethical performance’. Actually it is easier to give examples of what is unethical performance and this view seems to be reinforced by those who have written about the subject by giving examples without defining what ethical performance is.
After much debate we have so far concluded that it is about openness, honesty and authenticity. Openness is about communication, honesty is about values and authenticity is about leadership. All of these combine to effect the culture of the organisation and whilst organisations talk about having a ‘performance culture’ do they define what that actually means? There is also the overriding question of ‘what’s in it for me’ (WIIFM)? Is a leader in the organisation encouraged to be open, honest and authentic or are they encouraged to keep things close to their chest, look after the values of the organisation rather than their own and put on a façade of everything being wonderful even when it isn’t?
The whole approach of ethical performance is what assists an organisation to navigate their way across their landscape, which is why we have included values in our unique balanced score card performance landscape programmes at www.performancelandscape.co.uk.
I am in the middle of writing an article about ethical performance and I am sure I will also get drawn in to discussing what demonstrates unethical performance, but we would like to hear your views.