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Martha Perego

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Information about Martha Perego
Spiritual-Inspirational

Published on December 30, 2008

Author: aSGuest8619

Source: authorstream.com

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Agenda : Agenda Values of Public Service Why Culture Matters and Lessons Learned Ethics In The Trenches Tools for Decision Making Strategies for building an ethical organization and next steps Workshop Objectives : Workshop Objectives Provide you with the tools you need to foster a strong culture of ethics Encourage you to take new actions in your organization to strengthen ethical behaviors Outcomes : Outcomes Understand the critical role you play in fostering an ethical organization Motivate and move the leadership team to develop a plan for implementing the rules of ethical conduct and address areas of improvement. Ethics at 30,000 Feet : Ethics at 30,000 Feet Promote and sustain democracy by adherence to core public service values Challenges of the 21st Century: The speed of democracy versus the speed of society Increasingly diverse populations Insufficiency of personal values Ethics at 30,000 Feet : Ethics at 30,000 Feet Public trust is our working capital No success without ethics Risk Management Strategy Ethics Inoculation Preserving your reputation Media Scrutiny Work of leadership National Leadership Index 2005 : National Leadership Index 2005 Leaders are worse today than 20 years ago (55%) and not a source of pride (54%) Leaders are out of touch, corrupted by power, in it for personal gain Leaders’ honesty, integrity and ethics in work overwhelmingly rated as more important than KSA 52% have moderate confidence in local government leaders Measuring your trustworthiness as a leader : Measuring your trustworthiness as a leader Is my behavior predictable or erratic? Do I communicate clearly or carelessly? Do I treat promises seriously or lightly? Am I forthright or dishonest? Kouzes and Posner, Credibility: Why Leaders Gain and Lose It, Why People Demand It. A Credible Leader : A Credible Leader “Being seen as someone who can be trusted, who has high integrity, and who is honest and truthful is essential.” Kouzes and Posner Preserving the Intangibles : Preserving the Intangibles “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” Warren Buffett Ethical Values for Public Service : Ethical Values for Public Service Equity Transparency Honor Integrity Commitment Stewardship EQUITY : EQUITY Engage and serve all people in the community Serve members of the governing body equally and impartially Fairness and merit guide all personnel matters Exercise political neutrality TRANSPARENCY : TRANSPARENCY Be open and share information generously with all stakeholders Disclose any personal relationship or investments to the governing body where there is a conflict of interest in fact or appearance Complete, fair and accurate reporting of financial and operational data HONOR : HONOR Do the right thing Set the bar high to gain the respect of elected officials, employees and the public Seek to serve a minimum of two years in your position Honor : Honor Conflicts of interest: discern, disclose, disengage Respect your colleagues: Don’t jump the gun or dance on the grave of your predecessors INTEGRITY : INTEGRITY Tell the truth and seek no favors Don’t take or solicit gifts related to your official position Make sure your application for employment is complete and accurate Avoid any private employment that could create a conflict with your official duties COMMITMENT : COMMITMENT If you accept a job, keep your commitment. Can seek or consider several offers but ‘yes’ means ‘yes’ to a bona fide offer Develop competence in yourself and in your staff Build a positive culture where ethical conduct will thrive STEWARDSHIP : STEWARDSHIP Leave your community in better shape than you found it Bring a deep sense of social responsibility to your work Be a custodian of the public trust Why Culture Matters : Why Culture Matters The Bribe Little Bucket of Blacktop Bob Legendary Fall From Grace : Legendary Fall From Grace Former Boeing CEO Stonecipher Legendary for commitment to leadership and integrity Called out of retirement by Boeing Board to lead Boeing post Air Force procurement scandal Affair with employee disclosed with graphic email trail; forced to resign. Culture clash : Culture clash Police Chief Montgomery County MD Post sniper capture (and before the trial) is offered money to write a book Strict county ethics policy requires pre-approval for outside employment, may preclude outside income from this source Applies to the ethics commission for an exception with the support of the County Executive Ethics commission turns him down; he resigns Organizational focus on ethics compliance Clear Culture : Clear Culture Fire Chief Arlington County Virginia Post 911, great demand to share the story Committed to sharing the experience of what went well and what didn’t so that others may learn Accepted only non-profit invites; no payments or honorariums Book will wait until retirement: ethically incompatible to write the book while holding his county position Bad Culture….Bad Outcome : Bad Culture….Bad Outcome Wild spending…aka Dennis Kozlowski County CEO charged $230,000 in 6 years: $650/night hotel rooms, $220 massages and $70 pedicures; Lied about his business connection to city vendor Disclosed by the media, not auditors or staff. Transparency and Accountability : Transparency and Accountability San Diego Pension Fiasco Deficit of 50%, under funded since 1996 Trustees voted for and benefited by increases granted in 2002 Alleged inaccuracies in financial reporting results in SEC audit, bond rating lowered, criminal probes, retired city manager takes the 5th, 6 pension board members indicted, senior managers resign. Credibility Gap : Credibility Gap Provided bonuses to himself without council approval or knowledge Compensation not approved by council Magnitude of benefits not disclosed Were employees directed to conceal facts? Guts but no Integrity : Guts but no Integrity Doing the Right Thing in the face of political pressure at a significant personal cost Ex-Miami city manager steals $70k from kids charity “Do the Right Thing” Admitted to abusing a position of private not public trust, i.e. it’s okay to steal private funds Jailed and lost city pension Clueless Leaders : Clueless Leaders Assistant city manager used city laptop to view porn using his home internet access Assistant manager supports candidates for city council. Appointed city manager by the new council Fire Chief charged his own firefighters $100 each to take a specialized class he taught, earned $6,000 in fees Making Good Decisions : Making Good Decisions Understand the issue Determine the options and consequences Seek advice and counsel Take action City of Tempe Framework : City of Tempe Framework Am I being fair and honest? Will my action stand the test of time? How will I feel about myself afterwards? I’m doing nothing wrong but will someone get the wrong idea? Am I creating an ethical dilemma for someone else? Will my actions or decisions embarrass others? Ethics in the Trenches : Ethics in the Trenches Share one tough ethics case from your past and one hot current issue Define the ethics issue What’s the leader’s role Good options to consider Have all the key points been addressed? Other effective strategies to apply Creating an Ethical Organization : Creating an Ethical Organization 1. Walk the Talk 2. Hire the values 3. Integrate values into operations 4. Promote the values 5. Reinforce the values 6. Be the Champion for Ethics #1 Walk the Talk : #1 Walk the Talk Personal Commitment As a leader, don’t expect others to listen to your advice and ignore your example Always on active duty Don’t walk by something wrong Don’t create ethical dilemmas for others Articulate the values underlying actions and decisions #2 Hire the Values : #2 Hire the Values Integrate ethics into the personnel system Recruit, promote and reward individuals who demonstrate highest standards of integrity and commitment Performance evaluations and promotions should address ethical behavior Link good conduct with the organization’s reward and incentive structure #3 Values in the Operation : #3 Values in the Operation Integrate values into routine operations Align the values, policies and practices Be diligent in eliminating arbitrary or selective enforcement, favoritism, or abuse Programs and services demonstrate a commitment to serve all people #3 Values in the Operation : #3 Values in the Operation Public information is easily accessible and openly shared to reach all Mechanism for reporting violations of standards and/or conduct #4 Promote the Values : #4 Promote the Values Publicly and consistently communicate the values to the public, media, business and other stakeholders Employees and vendors understand the importance of arm-length relationships Businesses demonstrate respect for organizational processes #5 Reinforce the Values : #5 Reinforce the Values Training and Enforcement Orientation for new employees Ethics training on compliance for all Regular staff, department, team conversations focused on ethical dilemmas Counseling for employees on all levels #6 Be the Champion for Ethics : #6 Be the Champion for Ethics Code of Ethics or Conduct Raise the bar and expectations Celebrate exemplary behavior Conduct courageous conversations Chart the correct course Provide clarity Acknowledge that you too seek counsel on the tough issues Ethics Tips : Ethics Tips APPEARANCES matter! Disclosure doesn’t cure all conflicts of interest Just because it is legal, doesn’t make it ethical Can you live with the headline if your decision or action is made public? There is always free cheese in a mousetrap. If the gift appears related to your official position, you should be careful before accepting it. Ethics Tips : Ethics Tips The time to exercise your ethical standards is before you act. An eloquent apology is a poor substitute for ethical conduct Seek advice before you act If you have to think twice about it, don’t do it Last Word : Last Word "Leadership is a combination of strategy and character. If you must be without one, be without the strategy." General H. Norman Schwarzkopf

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