Definition
Degree to which an individual can be
trusted. Operates in an ethical manner. Degree of
trustworthiness and ethical behavior of an individual with
consideration for the knowledge one has of the impact and
consequences when making a decision or taking action.
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Behavioral Descriptions
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Proficiency Level 5
Takes extraordinary steps to ensure
personal and organizational integrity.
Impeccable track record of ethical
conduct.
Consistently models
high standards of honesty, integrity, trust, openness,
and respect for the individual.
Encourages collaboration, trust,
foresight, listening, and the ethical use of power and
empowerment.
Fosters an
organizational culture with high ethical standards by
appropriate recruitment, training and rewards so
employees adhere to shared ethical standards.
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Proficiency Level 4
Can be trusted to hold high-level
clearance.
Chooses ethical course in the face of
pressure.
Understands importance of maintaining
confidentiality.
Displays integrity
by holding oneself personally accountable.
Acts in accordance
with standards for ethical judgment consistent with the
organization’s stated values.
Accepts
responsibility.
Demonstrates
respect for all team members regardless of individual
capabilities, agendas, opinions or needs.
Gains the
confidence of employees and customer by respecting the
confidentiality and privacy of their concerns and needs.
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Proficiency Level 3
Keeps organizational and personal
information confidential.
Refrains from gossip/rumor-mill.
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Proficiency Level 2
Provides questionable
excuses/explanations when confronted.
Has problems with maintaining
confidentiality.
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Proficiency Level 1
Job related actions frequently
questioned.
Makes decisions and choices in a
self-serving fashion.
Proceeds without regard for negative
consequences on self, others or organization.
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Suggested Activities for Development
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Review policies related to ethics,
privacy, and confidentiality. Discuss with team
members how these policies may apply in your work unit.
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Identify someone whom you believe is
trustworthy. Talk with this person to find out
what they do to earn trust from others and model their
behavior.
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Keep a log of each commitment that
you make. Review the promises that you made and
whether or not you followed through on them and why.
Devise a plan to work on specific issues.
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Negotiate realistic deadlines the
next time you receive a project and choose your
commitment carefully. Hold yourself accountable to
the agreed deadline.
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Get a team together to discuss case
studies regarding business ethics.
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Ask someone to become your mentor.
Seek advice from this person when facing ethical issues.
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Serve on a selection interview panel.
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Create a personal set of guiding
principles for handling confidential information.
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Research and teach a business ethics
workshop.
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Read and write an article on business
ethics.
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Volunteer to serve on an ethics board
or committee.
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Recommended Courses
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Additional Resource
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Absolute Honesty: Building a
Corporate Culture That Values Straight Talk and Rewards
Integrity by L. Johnson & B. Phillips (American
Management Association, 2003). Shows how to establish
and maintain a culture where honest communication is the
norm, and employees can speak openly without fear of
retribution.
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Personal Accountability: Powerful and
Practical Ideas for You and Your Organization by J. G.
Miller (Denver Press, 1998). A practical approach to
eliminating blame, victim thinking, and procrastination
from our organizations and our lives.
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The Power of Ethical Management by N.
V. Peale & K. Blanchard. (W. Morrow, 1998). Shows
today's managers how to bring integrity back to the
workplace. It gives hard-hitting, practical, ethical
strategies that build profits, productivity, and
long-term success.
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Managing by Values by K. H.
Blanchard, M. O’Connor, K. Blanchard, & J. Ballard (Berrett-Koehler
Publishers, 1997). Realistic step-by-step plan for
determining any company's core beliefs, and then putting
them into practice throughout the organization in order
to achieve real across-the-board satisfaction.
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Credibility: How Leaders Gain and
Lose it, Why People Demand it by J. M. Kouzes, & B. Z.
Posner (Jossey-Bass Publishers, 1993). The authors place
honesty, competence and a talent to inspire ("a set of
values that can be learned") at the core of effective
leadership. Subject: Leadership, executive ability,
interpersonal relations.
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Behavioral-Based Interviewing Questions
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