STRATEGIES FOR PERSONAL

GROWTH AND DEVELOPMENT

Developing a Personal Code of Ethics
Presenter: Dr. D. Christopher Kayes, Professor of Management,
George Washington University

Transcript

[TEXT: YOUNG AFRICAN LEADERS INITIATIVE

ONLINE TRAINING SERIES]

[TEXT: LEADERSHIP: Developing a Personal Code of Ethics]

[TEXT: Learning Objectives:

1. Understand the importance of ethical considerations when leading and managing.
2. Identify the sources of ethics.
3. What are the four questions every code of ethics should address?]

[TEXT: Dr. D. Christopher Kayes, Professor of Management, George Washington University]

In this session we are going to talk about ethical management and leadership.

Learning objectives include understand the importance of ethical considerations when leading
and managing. Identify the sources of ethics. The four questions every code of ethics should
address.

Leaders need to consider their actions in the context of others. Leaders understand that words
and actions have consequences. Understanding how others will react or perceive actions is
important because a better understanding of others helps to guide actions. It’s important that
others continue to have trust and that others perceive your actions and words as ethical.

When others perceive that a leader has made an unethical decision, people will quickly lose
trust in the leader, and that can lead to other consequences such as a loss of motivation. In
extreme cases, a loss of trust can threaten an initiative or an organization.

In order to make ethical decisions, even when those decisions aren’t popular, many leaders
develop and follow a personal code of ethics.

Without a personal code of ethics, leaders are often left with little guidance on how to act in the
face of difficult choices. One way to think about ethics is to think of a ship lost at sea without a
compass to guide the captain. Without a code of ethics, leaders will be lost when they face
tough situations. Developing a code of ethics will help leaders navigate difficult situations and
will help the leader build confidence that he or she is making the best, most ethical decisions.

Leaders turn to several sources when creating a code of ethics. Many individuals rely on
religious or spiritual teachings, others rely on the values offered by their family. Some
individuals turn to other leaders, leaders for whom they have admiration, and try to adopt the
values of those leaders. Nelson Mandela, Mahatma Gandhi, and Mother Teresa of Calcutta are
often cited as examples of leaders who held strong codes of ethics.

One example of a difficult ethical decision occurred in a retail company. This situation, faced by
a former student of mine, shows the challenges that a person encounters when trying to do the
right thing.

Brian was the manager of a store, and he had a job opening for a new sales associate. His top
choice was a young woman who had previously worked in sales. She had outstanding
references. Brian’s boss, David, asked Brian to hire one of David's family members. This person
did not have the same credentials as Brian’s top candidate. Brian understood that the other
employees would be disappointed if Brian hired someone who was unqualified but simply
because they were the friend of David. Brian was worried that if he did not do as his boss
suggested, Brian might be fired. However, Brian also knew that in some cultures, hiring someone
you trust personally is more important than hiring someone who has higher qualifications.

Leaders like Brian often rely on a code of ethics that answer four different questions:

First, am I breaking any established rules or laws?

In Brian’s home country, it was not illegal to hire family members, so Brian was ok on that
question.

Two, is the action I am taking seen as fair by others?

Here Brian was on shakier ground because he knew, though it was legal to hire family members,
hiring the boss’ relative would be seen as inconsistent and unfair.

Three, how would I feel about myself if I took an action?

Brian felt that it was ok to hire the boss’ family member, even though he knew he could hire
someone more qualified because he knew that the job was easy to learn and that the family
member seemed motivated to do the job well.

Last, is the action I take consistent with the values of my family and community?

DEVELOPING A PERSONAL CODE OF ETHICS TRANSCRIPT – PAGE 2 OF 3

Brian felt that he could hire the family member because, although it may be perceived as unfair
by many, many organizations hired family members, especially small family-run stores like the
store where Brian worked.

As you can see, making ethical decisions guided by a code of conduct is difficult.

What would you have done if you were Brian?

Now that you have completed the course please visit YALI.STATE.GOV to take the quiz. This will
help you test your knowledge and earn credit towards a special certificate.

[TEXT: TEST YOUR KNOWLEDGE

YALI.STATE.GOV]

[TEXT: YALI NETWORK

PRODUCED BY THE U.S. DEPARTMENT OF STATE]

DEVELOPING A PERSONAL CODE OF ETHICS TRANSCRIPT – PAGE 3 OF 3

 STRATEGIES FOR PERSONAL
GROWTH AND DEVELOPMENT
Networking to Get Ahead
Presenter: Sadhana Hall, Deputy Director, Nelson A. Rockefeller Center for
Public Policy and the Social Sciences at Dartmouth College

Transcript

[TEXT: YOUNG AFRICAN LEADERS INITIATIVE ONLINE TRAINING SERIES]

[TEXT: NETWORKING TO GET AHEAD]

[TEXT: Learning Objectives

1. How to identify important networking skills.
2. How to develop networks.
3. How to maintain your network.]

[TEXT: Sadhana Hall, Deputy Director, Rockefeller Center at Dartmouth College]

Sadhana Hall: I’m Sadhana Hall, and this is “Networking to Get Ahead.”

In this lesson we will learn how to identify important networking skills, how to develop
networks and how to maintain your network.

It’s important to network thoughtfully and effectively. To be the best at what you do, you
need to surround yourself with people who inspire you, who motivate you, and who
challenge you. People who ask you difficult questions and provide honest feedback.
Networking is the practice
of intentionally seeking out these people. Your personal network is your resource — it’s just as
tangible and necessary as your technical skills.

Let’s go over some of the important, necessary networking skills. First, just be open to meeting
new people, listening to new ideas, and engaging with people outside of your specific
business or industry. Be authentic in how you present yourself and your business. Networking
requires a genuine interest in others. They deserve your respect and your attention. Be a
good listener for common goals and interests and establish useful relationships. Be punctual
and respect how much time your contacts are able to give you. Be proactive and conduct
research on the individual, the employer or the industry with whom you would like to connect.

Here are some ways to develop your network:

● Reach out to friends, family members and alumni — they are a rich pool of people with
connections.

● Seek to connect with people informally at conferences and meetings or at formal

networking events. Begin your conversation with what you know about the person or
the organization, talk about your common interests, and build your conversation from
there. Let them know how you possibly can help them.

● Make connections through social media such as LinkedIn. LinkedIn can connect you to
others with similar interests, it can help you establish wider networks, and is a rich
resource of information for professional development.

When you communicate with people through face-to-face interviews, over the phone or
through Skype or some other system, be prepared with questions. Use the Internet, if you
have access. Choose and adapt questions that will be personally and culturally relevant to
you, that’ll help you to network.

If a chance meeting offers you an opportunity, ask for contact information and a business
card. Reciprocate — be a resource for those in your network.

Your network is built over time because all connections you make become part of your
personal and professional network. Think about it as something that is alive and that requires
time and your attention to stay healthy and relevant.

Here are some ideas on how to maintain your network:

● Reach out to your contacts when something reminds you of them. Let them know you
are thinking about their needs and not just what they can do for you. This will help you
build a strong foundation for a continued relationship.

● Send along occasional updates or interesting relevant information about yourself.

NETWORKING TO GET AHEAD TRANSCRIPT – PAGE 2 OF 3

 ● Reach out to your contact in advance of coordinated job searches. Send your resume
and the job description to the position that you are applying. Keep your contact
informed about the outcome and write them a thank-you note if they in any way help.

● Remember what you talked about with your contacts when you met them. A good way
to remember is to write quick notes on their business card.

Be sure to follow up with a new contact within 24 to 48 hours. If your contact connects you to
a valuable resource, please let that person know what happened as a result of this
connection. Be sure to thank both of them.

Networking can be a powerful tool.

After you’ve completed all the units in this course at YALI.state.gov, you can test your
knowledge and earn a YALI Network certificate.

[TEXT: Test Your Knowledge

YALI.state.gov]

[TEXT: YALINetwork
Produced by the U.S. Department of State]

NETWORKING TO GET AHEAD TRANSCRIPT – PAGE 3 OF 3

 STRATEGIES FOR PERSONAL
GROWTH AND DEVELOPMENT
The Art of Public Speaking

Presenter: Allison Shapira, President, Global Public Speaking LLC

Transcript

[TEXT: YOUNG AFRICAN LEADERS INITIATIVE ONLINE TRAINING SERIES

[TEXT: THE ART OF PUBLIC SPEAKING]

[TEXT: Learning Objectives

1. Learn how to craft your message.
2. How to keep the audience engaged.
3. How to overcome your fear of public speaking.]

[TEXT: Allison Shapira, President, Global Public Speaking LLC]

I'm Allison Shapira, and this is "The Art of Public Speaking."

In this lesson we'll learn how to craft your message, how to keep the audience engaged and
how to overcome your fear of public speaking.

No matter where you live in the world, public speaking is essential for you to exercise
leadership. It's not enough to have a vision; you have to put that vision into clear, concise,
persuasive language.

When you speak in front of an audience of one or more people, with a specific purpose, you
are speaking in public. It's something we do every single day, in every country, industry and
sector in the world. It's speaking up in a meeting or at a conference. It's giving a presentation
before a client or potential funder. It's inspiring an audience to take action on an important
issue in your business or in your community.

Now, if you're anxious about public speaking, you're not alone. It's one of the biggest fears
in the world. But the good news is public speaking is a skill, not a talent! It's like learning a
language or playing a sport; the more you practice, the better you get.
There are two elements of public speaking: there's what you say, the content, and then there's
how you say it, the delivery. Let's start with content: crafting your message.

Before writing your speech, it's important to know your audience. Make sure you use
language and logic that will resonate not just with you but also with them. Your speech should
have a goal or purpose, so you can have a clear call to action at the end. And you'll want to
use your own words, so you can let out your natural energy and enthusiasm and keep the
audience engaged and interested.

Keeping the audience engaged is also why you need effective delivery. Be sure to make eye
contact with each member of the audience so that it feels like a conversation, not just a
speech.

Now, eye contact and other elements of delivery are highly cultural, so when you identify
your audience in advance, be sure to ask yourself what's appropriate for that audience. Body
language is also important; your facial expressions, whether you smile or not, the movement
of your hands and feet, should add to your message instead of distracting from your
message. And your voice is so important — make sure you use an authentic and
conversational tone, instead of trying to sound like somebody else.

Now what if you get nervous before you speak? There are many ways you can overcome
your fear of public speaking. The more you practice and prepare, the more confident you'll
feel, so don't write the speech at the last minute. Before you give your speech, close your
eyes and imagine giving a great speech. Imagine the round of applause from the audience
and the sense of accomplishment you'll feel. That way, when you actually give the speech,
you'll feel like you've already succeeded. Finally, learn how to breathe using your
diaphragm, the muscle attached to the bottom of your ribcage. This will help you calm your
nerves, center yourself and speak with power, authority and confidence.

So whether you're writing, practicing or delivering a speech, remember that public speaking
is a skill, not a talent. It's not about trying to sound like anybody else; it's about being you at
your best, onstage as well as offstage. And it's about finding your voice and your courage to
speak up, so that you can inspire others to take action. That is the essence of leadership.

After you've completed all the units in this course at YALI.state.gov you can test your
knowledge and earn a YALI Network certificate.

[TEXT: Test your knowledge YALI.state.gov]

[TEXT: YALINetwork Produced by the U.S. Department of State]

THE ART OF PUBLIC SPEAKING TRANSCRIPT – PAGE 2 OF 2