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According
to Dr. Davis, the high turnover of professional development staff,
(the average tenure of a development director today is 18 months),
is rarely due to poor performance or because they lack technical
skills. Rather, due to ethical reasons; expectations from boards,
or their own actions, these development executives are perceived
to have negative impacts on donors, clients and trustees.
Doing
the right things
Davis'
prescription, no matter the time costs, keep your door open. You
will be perceived as approachable. Include staff from all levels
in discussions; have unscheduled and informal luncheons with staff
and trustees; be involved in your church and community.
Dr.
Davis cited a Guideline for Living created by Herbert J. Taylor,
Vice-president of the Jewel Tea Company in Toronto, who was elected
to head the near-bankrupt Club Aluminum Products Company. He told
employees to ask these four questions related to all aspects of
their dealings with customers, suppliers, and each other:
1.
Is it the truth?
2. Is it fair to all concerned?
3. Will it build goodwill and better friendships?
4. Will it be beneficial to all concerned?
Taylor
went on to add other absolutes:
- People
support what they help create.
- People
should learn to treat people as people.
- If
you do what you've always done, you will get what you've always
got
- Our
challenge is to be both ambitious and supportive
Our
lifestyles set the tone
The
real secret to building an ethical culture in an organization and
in managing the moral life in the workplace, is to focus only on
one thing; development of trust. Dr. Paul Pribbenow, Vice-president
for Institutional Advancement, School of the Art Institute of Chicago,
stressed that a commitment from the top and specific policy guidance
are essential in creating a moral culture. He agreed that we can
lead by doing. Our life styles, both inside and outside of the workplace,
develop the trust and set the moral tone which will be reflected
by those around us.
We
can shift attitudes by paying attention to those around us, encouraging
independence, taking ownership or job tasks and thinking through
solutions. We are now expected to do more with less. We must work
at shifting attitudes from overcoming a perspective of scarcity
to one of abundance. Rather than bemoaning the fact that we have
fewer staff or technical resources, take stock of your existing
resources. It may surprise you to see how abundant things are. Encourage
this attitude among your staff.
Pribbenow
urges development professionals to hone their language and education
skills, and reward moral behaviour of staff. Write an Ethics Statement
for your organization, with input from staff and trustees. Read
a book or an article together and discuss the moral issues. Establish
an Ethics Committee. Use simulations or role plays to "practice"
moral thinking and behaviour.
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195-2000 Charity
Village Ltd. All rights reserved.
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