Bill of Rights for Ethical Management
As employees, you have the right to expect ethical standards from your managers. I believe that all employees should have access to a work environment that prioritises their well-being and professional growth. Your bill of rights comprises:
Do you pledge to uphold these principles and rights as ethical managers and to continuously strive for excellence in your management practices?
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As employees, you also have a responsibility to execute your part in the job to be done #JTBD to the best of our ability. You are not only paid for showing up but also for delivering results and achieving your performance goals. Your role is essential in contributing to the overall success of the organisation and fulfilling your customers' needs. Here are some of your key responsibilities:
Remember, as employees, you are essential to the organisation's success. By taking ownership of your work, delivering results, and contributing to a positive work environment, you can achieve our goals and create a fulfilling and rewarding career.
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I'm interested in your thoughts on this topic. I believe we need to reflect, reset and rethink management as a discipline, its function and how we apply this incredible resource which could be the single most positive catalytic force for transformation that delivers the greatest band for you buck of any investment.
Consider the untapped potential of managers. In the UK there are 2.4 million accidental managers. These are people who were tapped on the shoulder and told "Bad news! We've just fired your idiot boss. Good news. Congrats! You're now the idiot boss! Go and have at it. And good luck!" And thatis their runway into management.
Those 2.4m accidental managers have an average of 7-8 direct reports. That means half the UK adult working population is reporting to people who fall short not out of intent, but because they are not valued, they are undertrained and leadership misconstrues management a supervisory function.
I believe we have a great opportunity to make things better for employees and shareholders to build optimised, profitable business that deliver certain results and a great environment for employees, customer and partners.
Your thougths?
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1yThis is very good Marcus Cauchi and could be strengthened further by integrating some of the excellent comments below. How might this survive contact with wider management processes, governance and organisational culture? Could Teal Organisation principles help or Adrian Brown's Power of Management?
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1yMarcus Cauchi This struck home when I read it, with the addition of #8 from Martin Ellis. If implemented properly, this could give employees a sense of empowerment, which can lead to loyalty if cultivated, and ultimately to a succession of more well-equipped, future managers. This agreement sets the tone for employees to feel engaged and motivated to hold up their end of the agreement and achieve their goals. I left my corporate career because I felt that my rights were not upheld and that my wellbeing wasn't valued. I have also seen more benefit in my career from having coaches/mentors from outside the organization compared to any training/development program.
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1yRight#4 I’d add free from discrimination and harassment. Responsibility #1 include ask yourself the question “How can I be better” I’d also add ‘be courageous’ -have the difficult conversations . Address conflict even when it’s uncomfortable Tamara McMillen raised an excellent point. Promotion into a management role is often seen as the next logical step in career progression because organisations place a higher value on leadership and management skills. Marcus I see the rights and responsibilities outlined more about the Culture of the organisation than just management.
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1yThere is a big discussion to be held re company culture and employee engagement
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1yMarcus Cauchi, great share! I enjoyed reading it.