1. Lesson XX Core Values and Personal Ethics
Leadership & Ethics
Lesson XX
Core Values and Personal Ethics

2. Lesson 2 Agenda Individual Core Values
Navy and Marine Corps Core Values
Aligning Systems of Values
“Integrity”
“Chance Second Chances”
Money in the Bank (Deposit vs.. Withdrawal) 15 1

3. Enabling Objectives
Discuss individual values and how they relate to the corporate core values.
Describe the core values and their component parts. 17 3

4. Individual Values Ideals or principles held dear. Sources?
Are constant
Are concerned with virtue
Sources?
Family, friends/peers, community, church, school, scouts, teams, fellow professionals, etc.
What do individual values do?
Set behavior
Define you as an individual
Set your priorities
Set Command Precedence

5. Ethics (A Webster Approach)
The discipline dealing with what is good and bad and with moral duty and obligation
A set (or a theory/system) of moral principles or values

6. Ethics (What They Mean to Us)
Translate values into action
Are concerned with justice
Set boundaries for your behavior
Does Society Value Ethics? How?

8. Navy/Marine Corps Core Values
Honor
Courage
Commitment

9. Honor Honesty Integrity Responsibility Honor:
-Be honest and truthful in our dealings with those in and outside of the Navy
-Abide by an uncompromising code of integrity
-Take responsibility for our own actions and keeping our word
In addition:
- Do not tolerate illegal or improper behavior or even the appearance of such.
-Be mindful of the privilege we have to serve our fellow Americans.
-Conduct ourselves in the highest ethical manner in all relationships with seniors, peers and subordinates 7 20

10. Honor Keen sense of ethical conduct
Integrity: Firm adherence to a code of espoused values
Honesty: A fairness and straight forwardness of conduct
Responsibility: A sense of moral, legal, mental and professional obligation

11. Courage Loyalty Patriotism Valor Courage -
Have courage to meet the demands of our profession and the mission when it is hazardous, demanding, or otherwise difficult.
Loyalty - be loyal to our nation by ensuring the resources entrusted to us are used in an honest, careful, and efficient way.
Patriotism - selflessness for country.
Valor - strength of mind or spirit that enables one to encounter danger with firmness.
- Make decisions in the best interest of the Navy and the nation, without regard to personal consequences.
-Courage is the value that gives us the moral and mental strength to do what is right, even in the face of personal or professional diversity. 8 22

12. Courage
Mental, moral, or physical strength to resist opposition, danger, or hardship;
The moral strength to act with integrity and honor even in the face of opposition.
Loyalty: Faithfulness to a cause, ideal, custom, or government
Why is loyalty important?
Where is your final loyalty as an officer?
What is patriotism?
What is valor?

13. Governor Zell Miller on Courage
“Courage is Resistance of Fear, Mastering of Fear, not Absence of Fear” – Mark Twain
Mickey Mantle
Prisoners of War – SERE training

14. Commitment Competence Teamwork Concern (respect) for people
Follow-through
Commitment:
Be committed to positive change and constant improvement.
-Exhibit the highest degree of moral character, technical excellence, quality, and competence in what we have been trained to do.
Q. What is competence?
Competence - having capacity to function or develop in a particular way. Includes technical as well as leadership capacities.
Q. What can we do to increase our competence?
- Training (reading/studying) - OJT - Learning from mentors
Teamwork: the day-to-day duty of every Navy man and woman is to work together as a team to improve the quality of our work, people, and ourselves.
Q. What values effect teamwork?
A. ALL OF THEM
Care for the safety, professional, personal and spiritual well being of our people- show respect to all people w/o regard to race, religion, or gender
Q. Why is a concern for people important?
A. It reinforces personal worth in people. It helps create quality environment where their contributions count. It is an integral component of teamwork. 9 21

15. Commitment Is… What is competence?
The state of being obligated or emotionally compelled.
What is competence?
Competence is having the capacity to function or develop in a particular way.
Includes technical as well as leadership capacities.

16. What is the Relationship Between Individual Values, Societal Values, Navy/Marine Corps Core Values, and Ethics?

17. Aligning Systems of Values
Know the Core Values
Ensure your values are in alignment
Demonstrate personal integrity
Require ethical behavior/Teach it as necessary
Hold people accountable for unethical behavior
Reduced Ethics = Reduced Readiness
Q: How does knowing the Navy’s Core Values enable you to align values to support Navy values?
-Knowing the Navy’s Core Values provides the ability to recognize and understand the differences between your personal system of values, or the systems of values of your subordinates, and the Navy’s systems of values.
Q: How does ensuring your values are in alignment enable you to align values to support Navy values?
-Leaders influence by example. A leader cannot influence others to align their values to support the Navy’s values if the leader’s values alignment is in question. Leaders must “walk the talk.”
Q: How does requiring ethical behavior enable you to align values to support Navy values?
- Changing an individual’s behavior is the first step toward making the behavior a habit. Leaders cannot directly change the values of subordinates but they can influence subordinates to want to change their own values. With positive reinforcement of the desired behavior, the values may change.
Q: How does holding people accountable for unethical behavior enable you to align values to support Navy values?
- When the values of everyone in an organization are in alignment, teamwork, and trust are increased and the organization is more effective and efficient. While this type of commitment to the Navy’s values is desirable, it is not always possible. Holding people accountable for unethical behavior does not ensure commitment but does ensure compliance. Ensuring compliance reduces the friction within the organization caused by having individual values. 10

18. “Integrity” -Admiral Arleigh Burke
Definition
Varies among individuals
How and where to acquire
Who’s responsible
Integrity in the Corps
What to do when you see it compromised
Examples (MEU CO, Rules of Engagement)
Definition- Adherence to a code of moral values.
Means different things to different societies, cultures, and different people.
May vary among individuals in the same group.
Since no two individ have the same ideas about all aspects , there is no absolute definition.
Standards are learned when young-family, friends, religion, reading, TV
Not fixed permanently- can be changed. How much integrity to develop is a crucial decision.
You are responsible for your own, can try to influence others but don’t necessarily judge others.
Integrity of a group is equal to the lowest common denominator. In the Navy as a div O watch for the actions of one to infect others.
What to do when a senior is lying? Could just be a mistake? Seniors will appreciate being informed. If it is a lie, determine what effect it will have on the organization. If it is significant, it is the duty of the junior to confront the senior and tell him it will be reported.
Decision to accuse should not be taken lightly- seek out a second opinion

19. “Chance Second Chances” -LT David Adams
Institutional leadership
Stockdale: “Zero Defect Mentality”
Disastrous Consequences
Underwriting honest mistakes
Exchanging candor for political correctness
Replacing Careerism with Commitment
The importance of Institutional Leadership
Looking in the Mirror
“Strong institutional leadership in peacetime cultivates exceptional individual leaders for war”
Institutional Leadership- the structure of shared values, traditions, and heritage that bond followers and leaders together.
-Prof values have served naval officers well in difficult circumstances (imprisoned Vietnam pilots credited their ability to resist to their naval tradition)
Stockdale: naval profession is increasingly under the pressure of a pervasive “zero-defect” mentality. Too many officers are content to align their values with empty slogans. Political correctness and careerism are replacing collective commitment to the nation and Navy.
Webb blames top leadership, but the author holds that it is the eroding foundation of institutional leadership.
Consequences: perception that you must be flawless to gain promotion and command encourages people to commit small ethical violations on a regular basis.
This blurring of inst. Integrity in peacetime can spell disaster in wartime. (A promise of zero casualties could be translated into a public perception of incompetence).
Every naval leader must work to foster a command climate that underwrites honest mistakes, values candor above political correctness, and discards careerism for a collective commitment to Navy and nation.
-Extremely important to distinguish between honest mistakes and incompetence.
(problems arise with downsizing, grade inflation, and speak-no-evil fitreps)
Candid face to face discussions of performance help leaders ensure that their subordinates understand their mistakes, while coaching them to succeed.
Pervasive careerism- “You could have cost me my command”- is sometimes strengthened by Navy programs that overemphasize individual incentives at the expense of shared values.
Naval leadership continuum- long on situational ethics and process improvement but short on history. Core values only take on meaning when placed in a historical context.

20. Next Lesson Colonel Neal Jones Vietnam Veteran Prisoner of War
Tulane Alumni (Athletic Director)
Conduct of War Chapter Read 3,4, and 5