We hope you’re well and safe. In times like these, it’s important for to stay connected and continue learning from and supporting each other.
Here is a link to some good ‘talking point’ information to assist with that support:
And we’re always here if you want further support:
As the new year starts and we put energy into achieving our goals, we need to quarantine some energy for integrity checks. In the rush and enthusiasm to move forward, sometimes we forget all the aspects of our behaviour for which we can be held to account.
We often feel that if our work has progressed, it is all OK. All OK at the moment. But what if we were held to account for the ‘bright and shiny’ new work 5 or even 10 or 15 years later? What would the moral compass of that time find fault with? And would we have to explain ourselves in retrospect, with a whole new moral compass. Being a public officer has this potential.
The Western Australian State Government has been hit with a wave of accountability issues. The latest from the social housing portfolio involves the loss of an estimated $2.5 million of state funds. At the same time the state government is battling the fallout of $500,000 issue with a WA Trade Commissioner to Japan, and the ongoing issues with and investigations into the City of Perth. Now there is the release of a report by the Local Government Professionals Australian WA and the University of WA recommending mandatory training in leadership, ethics and financial management: https://www.lgprofessionalswa.org.au/Lgmawa/News/Report_reveals_WA_Local_Government_CEOs_at_breaking_point.aspx
The WA Public Sector Commissioner’s Instruction No 8 of 2012 establishes the ‘requirement for public sector bodies to develop their own code of conduct and to provide training to their employees and board members on accountable and ethical decision-making (AEDM). This mandatory training has been in place since 2008. That is, since 2008 all heads of state government public sector bodies have been required to ensure all staff and board members are trained.
The training though, can involve considerable expenditure if provided as face to face training. Sadly many agencies have opted for online training requiring participants to make ‘multiple choice’ responses. We at Oars Across the Waters believe this ‘black and white’ method cannot be effective in ‘grey area’ decision making; that is the decision making involved when reporting suspected misconduct.
Since 2008 Oars Across the Waters has provided highly effective face to face, conversational AEDM training, which precisely follows the Public Sector Commissioner’s requirements. Integrity risks are identified on a training day and later support addresses them. The training provides an ‘inoculation’ approach to integrity risks.
If you need help in setting up more effective AEDM please contact us http://managersassistance.com.au/contact-form-7-id53-titlecontact-form-1contact/
We all usually think that bringing the best of ourselves to our work, organisation, community and family, is the way to achieve our goals. We may not pay much attention to it, but the best of ourselves and our achievements also bring about an essential human emotion; that of hope. This is the emotion on which energy and ongoing achievement can be built. It galvanises our goal seeking behaviour.
Hope gives us energy to achieve in ‘calm waters’ and resilience when we’re in the ‘rough seas’ of political change. Sometimes our hope takes a severe dent. This is especially true in business and public administration when we’re called to account for past decisions.
There is a way to prepare ourselves for this and minimise its impact on your work, organisation, community and family.
Early Alzheimers may just look like fragmented performance.
It’s Alzheimers Awareness month. Early onset Alzheimers in workplaces is a considerable challenge for managers to ethically manage.
We’ve all heard about Alzheimers. But it seems so far away from us; from our work and performance. Sadly, recent research is showing that most people present for testing so late in the progression of the disease that they really reduce the chance of slowing it. The ray of hope though, is that research is currently indicating quite clearly what the risk factors are. Most are risks we can manage, hence delaying the onset of the effect on our performance.
When does confidence become overconfidence? Overconfident people rarely check if others agree with them. They assume they’re right and often give advice a little too freely; putting themselves at risk of treading on others’ toes, possibly even being accused of bullying.
So when does just having confidence change to being overconfident? Sadly it can happen so incrementally that it insidiously creeps up on us. Continue reading
Been accused of being ‘abrasive’ or ‘needing to work on your people skills’?
Practitioners assisting managers in this field are increasingly encouraging senior executives and HR professionals to see this situation as one in which ‘functional’ and ‘dysfunctional’ use of our strengths has caused an issue and is highly resolvable.
Your drive and determination to achieve results may be deeply valued by your superiors, but deeply threatening to others around you. That is, your approach is highly functional in one work domain but highly dysfunctional in others. For our counsellors this is a commonly occurring human problem and very much a resolvable one.
To gain further tips in this area sign up to our regular mail outs: sign up to the right of this post.
Or contact us through our confidential contact page for more personalised assistance: http://managersassistance.com.au/contact-form-7-id53-titlecontact-form-1contact/
Taking Accountable & Ethical Decision Making to the Next Level
Anyone who has worked in government for the past few years will have come across training for Accountable and Ethical Decision Making in some format; whether it is online, or our preferred method, face to face. Training about accountable and ethical decision making is becoming increasingly important for government agencies who are aiming to maintain high standards of integrity and protect their reputation as impartial, unbiased providers of services in the public interest.
But do your staff apply these accountability concepts to their everyday work practices, every time?
Are you comfortable that your staff are clear about what is the ‘right’ thing to do in every work situation?