Developing ethical leadership

Do the management and owners have the desire to strengthen the ethics of operations and thereby create the prerequisites for responsibility? Do employees experience ethical stress? Are things done as they are supposed to be or is there a formation of sub-cultures that have created their own rules? Our ethical leadership and operating culture audit and support process will help you define your own “ethical sandbox”: what the culture of doing the right thing means to you.

Our expert
Eevi Kuokkanen
Eevi Kuokkanen
eevi.kuokkanen@mps.fi +358 50 542 3823
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Corporate ethical virtues as defined by Muel Kaptein provide the frame of reference for ethical culture.

 

Eevi Kuokkanen

Creative Director MPS

Ethical leadership and operating culture audit and support

Together with the management we first establish the mindset. We interview key employees and personnel representatives separately to gain a realistic and comprehensive view of goals, challenges and opportunities.

Then, we map out the experiences and views of the entire organization on the realization of everyday ethics through digital, communicative surveys. Where necessary, we also involve representatives of external stakeholders.

As a result of the surveying phase, we get a comprehensive picture of the current situation and the indices for the realization of organizational virtues. The report includes proposals for action from MPS’s experienced specialists.

The decision-making workshop for key personnel defines and articulates the organization’s ethical goals using a few key variables, and prioritizes actions. This work provides you with all the check marks needed for uniform communication, guidelines, and cultural change. The work sums up an ethical promise that the organization makes to internal and external stakeholders.

Corporate ethical virtues as defined by Muel Kaptein provide the frame of reference for ethical culture.


What situations can this be used for?

  • When ethical principles have not been defined
  • When the culture is is conflict, for example, due to strong inorganic growth
  • When leadership operates in multiple locations
  • When there are identified problems with accountability and proper functioning, or the industry is under special scrutiny
  • When the personnel have ethical stress
  • When the employer image is important
  • When we have reached a point of business disruption and we have to face the “new world”
  • When ethical principles have not been defined
- Intro Title -

Myynti kasvuun

– tehoa Mustin ja Mirrin tuotekoulutuksiin!

"Kurssit ovat interaktiivisia ja niitä on helpompi tehdä kuin perinteisiä Power Pointeja."
Noora Saloranta, HRD Specialist

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Contact us

Eevi Kuokkanen
Eevi Kuokkanen
eevi.kuokkanen@mps.fi +358 50 542 3823
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