Leaders need to embrace the moral spiral

July 2021 | EXPERT BRIEFING | BOARDROOM INTELLIGENCE

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The ‘moral spiral’ is the reality that no decision is made in isolation and without affecting others. One thing leads to another, then another, and then another – hence the spiral effect. As the spiral spins there are consequences. These can be called the ‘prices to pay’. When is the best time to think about the effects of one’s decision, before or after it is made? Consequences, either good or bad, can last for a long time, so go slow and choose well.

Logic tends to state that it is better to deal with a moral issue when it is first discovered and ‘pay the price’ needed at the time. Is it not better to treat a disease upon discovery, to be proactive and resolve it rather than wait until it develops into something more dangerous? Which option is the most credible: dealing with something as it happens or procrastinating and eventually dealing with the issue and much more than you may have initially expected?

Think beyond the immediate, most accessible answer and consider who or what else could be affected by your decision. Think about causes and effects before taking any action.

Moral leaders need more confidence in values than in personalities, to take into consideration what others have thought and done before, to understand that values do not change and need to be a constant foundation for developing credibility, to have the ability to face difficulty, uncertainty or pain without being overcome by fear or intimidated by consequences, and to be able to deal with consequences based on the foundation of personal values.

First, think beyond the immediate, most accessible answer and ask yourself who or what could be affected by your decision. Second, think about the decision reflectively, keeping in mind that no matter what your decision there is always a price to pay, either positive or negative. If you cannot pay then walk away, review, rethink and recommit. Third, accept that knowing yourself is a question of values – in business as in life, you cannot substitute rules. Finally, understand that values do not fluctuate; they are a constant and they are the foundation of your persistence and determination.

So how does one ‘set’ a moral compass? The purpose of a compass is to set a direction and help discern a course of action on how to get where one wants to go. The compass is the tool, but knowledge and wisdom are needed to use it properly.

With a moral compass, the added dimension of morals comes into focus. The premise for using this compass properly is that knowing your values and what ‘line in the sand’ you refuse to cross. What is the ‘true north’ for a moral compass? Is it the law? Is it the common good, the greater good, a mission statement, or something else?

Unless one knows their moral ‘true north’, can one even have a moral compass? A moral compass is not just what one believes or states, it must pervade every decision made, big or small. Without that consistency, there can be no viable moral compass.

If leadership has a limited sense of moral direction and moral reasoning, what good is a moral compass? If there is a lack of leadership training on the necessity and benefits of moral reasoning, in living the company’s values, how can one be held accountable for decisions made? What is your organisation’s moral true north and how will you, as a leader, mentor your people, lead and engage them?

Everyone needs to embrace the moral spiral – no decision is made in isolation as it always affects others. The mantra for managers needs to be ‘go slow and choose well’, because no matter what the decision is, you are accountable.

Frank C. Bucaro is the president of Frank C. Bucaro, LLC. He can be contacted on +1 (847) 778 5498 or by email: frank@frankbucaro.com.

Frank C. Bucaro

Frank C. Bucaro, LLC