Evolving Perspectives on Ethics

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Leadership expert Betsy Myers says we’re often surrounded by less than ethical behavior. And what worked before doesn’t work today, says Myers, who served as chief operating officer of Barack Obama’s presidential campaign. “People are crying out for a new and different kind of leadership.”

Myers spoke passionately of the need to treat people with dignity and respect in a keynote address, “Ethics in Business and Politics: The Importance of Putting People First,” at the University of Richmond’s Donchian Ethics Symposium on Sept. 20.  Myers has an extensive background in politics—she served as President Clinton’s White House senior adviser on women—and was executive director of Harvard’s Kennedy School of Government Center for Public Leadership. As COO of Obama’s Presidential campaign, Myers was tasked with building a $100 million organization, with a business operational model and customer service mentality.

It’s difficult for people in political office to lead today, Myers said, because in politics today, there’s a “practice of destroying opponents.”  Members of Congress who reach across the aisle on bi-partisan collaboration often find themselves paying a price at the polls.  Our elected officials face an ethical dilemma when they stand up for what they believe while facing the possibility of losing their election. “Do they do what they believe in or protect their seat?”  Myers asked, “What happens when you stand up for what you believe in and you don’t get elected?”

Myers has been speaking and writing on these issues since the election. She has written a book on leadership that will be published in early 2011, and she presents and leads workshops around the world on the changing nature of leadership.

“Command and control leadership doesn’t work anymore,” Myers said. “Today’s world requires a more collaborative approach where people have a voice and feel empowered.” Myers has found that leadership is foremost about self-knowledge and that leaders don’t have all the answers but are willing to ask the questions. “When people feel valued, included, understood and appreciated, they are willing to do their best work. A leader’s job is to bring out our most productive feelings and behaviors. Unethical behaviors come out when people don’t feel valued. When people don’t feel valued, they will often find a way to get even.”

There is good news, though, Myers said. “There are many examples of leaders and organizations that are doing it right. People are motivating by example.” Jerri Rossi, an executive of the retailer TJX Companies, changed TJX’s policies after talking with a female employee who had two black eyes whom he met by chance in a company elevator.  Rossi got help for the employee and then adopted a strong campaign to protect all employees who were victims of domestic violence, and he adopted a ‘zero tolerance’ campaign for abusers.  Putting people first is Rossi’s personal leadership philosophy and it is now the fabric of the TJX culture.

Southwest Airlines has the same belief where an astounding 92 percent of employees feel engaged and connected, said Myers.  Ninety-seven percent say they would go the extra mile for the company, which consistently ranks at the top for customer satisfaction. Their “employee first” culture can be felt walking the hallways of its Dallas Headquarters where employee wedding, family and sports photos line the walls.

Taking the time to be “appreciative, supportive, and inclusive must be part of the business strategy,” said Myers.  “It is not just the right thing to do, it is also profitable.”

The Evolving Perspectives on Ethics Symposium is a collaborative effort of the Jepson School of Leadership Studies, the Robins School of Business, and the University of Richmond School of Law at the University of Richmond in Richmond, Va. The symposium is made possible by a grant from the Richard Davoud Donchian Foundation, dedicated to "building the framework for intelligent, ethical and compassionate leadership."

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