Elevate U: Ethical Leadership Symposium Workbook

2020

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Thursday, September 17, 10 a.m. – 3 p.m. MT Virtual Symposium The Elevate U: Ethical Leadership Symposium, in partnership with the Daniels Fund Ethics Initiative, includes interactive speeches from Daniels Ethics Fund leaders and will highlight the values of ethical business and personal conduct. Take advantage of the opportunity to further your leadership skills and learn principle-based ways to implement ethical initiatives.

Speakers • Taylor Randall | David Eccles School of Business, University of Utah • Ruth Watkins | University of Utah • Bo Peretto | Ethics Initiative & Communications • Dr. Abe Bakhsheshy | David Eccles School of Business, University of Utah • Alex Eaton | Community Foundation of Utah • Jeff Miller | Mark Miller Subaru and JCO Financial • Kent Noble | University of Wyoming College of Business • Josh Young | YESCO Franchising • Melanie Kay | Daniels Fund Ethics Initiative Collegiate Program at Colorado Law

Thank you to our sponsors:

Event Sponsor 2

Bronze Sponsors

Contents

Agenda ......................................................................................................................... 2 Speaker Biographies .................................................................................................... 4 Our “Why” of Principle-Based Ethics ............................................................................. 6

Bo Peretto

Ethics as a Business Necessity ................................................................................... 8

Dr. Abe Bakhsheshy

The Challenge of Ethical Decision-Making ............................................................... 21

Josh Young

Ethical Decision-Making ........................................................................................... 23

Kent Noble

Creating an Ethical Legacy ........................................................................................ 26

Alex Eaton and Jeff Miller

Introduction to Behavioral Ethics .............................................................................. 29

Melanie Kay

Panel Notes ............................................................................................................... 31 MBA Programs and Executive Education ................................................................. 33 Upcoming Events ....................................................................................................... 34

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Speakers

Bo Peretto | Senior Vice President, Ethics Initiative & Communications Session: Our “Why” of Principle-Based Ethics Bo Peretto oversees all facets of the Daniels Fund Ethics Initiative. He also oversees the Daniels Fund’s communications function, including brand integration, graphic standards, messaging, print materials, corporate website, and special events. Prior to joining the Daniels Fund, Bo served as Assistant Vice President of Administration at Young Americans Center for Financial Education. He is a graduate of the Denver Metro Chamber Leadership Foundation’s Leadership Denver Class of 2009.

Dr. Abe Bakhsheshy | David Eccles School of Business, University of Utah Session: Ethics as a Business Necessity Dr. Abe is the David Eccles School of Business Daniels Fund Ethics Initiative Director and Professor (Lecturer) of Organizational Behavior in the Department of Entrepreneurship and Strategy. Along with his academic qualifications, he has more than 35 years of management and leadership experience, including seven years of executive-level experience in overseas work with multinational corporations.

Josh Young | YESCO Franchising Session: The Challenge of Ethical Decision-Making Josh Young is President of YESCO Franchising, a subsidiary of YESCO, one of the largest sign and lighting companies in the United States. He is part of the fourth generation of Young family leadership at the 100-year-old company. Josh started in the fabrication facility pumping neon into channel letter tubes. Josh believes in hard work and exemplifies that with his daily efforts.

He serves on the board of the Academy for Creating Enterprise, a nonprofit organization that trains individuals in developing countries to start and grow their own small business.

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Kent Noble | University of Wyoming College of Business Session: Ethical Decision-Making Kent Noble is the Bill Daniels Chair of Business Ethics at the University of Wyoming College of Business. Kent was appointed by former Governor Matt Mead to the Wyoming Commission on Judicial Conduct and Ethics in 2018. He also serves on the board of directors of the John P. Ellbogen Foundation and the Better Business Bureau Foundation Board of Advisors for Northern Colorado and Wyoming. For his outreach efforts, Kent has developed a series of ethics presentations that he delivers to diverse audiences.

Jeff Miller | Mark Miller Subaru and JCO Financial Session: Creating an Ethical Legacy Jeff Miller is the General Manager and part-owner of both the Mark Miller Subaru Stores in Salt Lake City and JCO Financial. He received his MBA from the University of Utah in 2010. In 2002 he received his bachelor’s degree in business from the University of Southern California.

Jeff works tirelessly to ensure that the Mark Miller Subaru stores make a lasting impact through charitable efforts and community outreach. In his free time, he likes volunteering, golfing, playing basketball, and spending time with his wife Deanna, daughter Natalie, and his sons, Caden and Miles.

Alex Eaton | Community Foundation of Utah Session: Creating an Ethical Legacy Alex Eaton has served as Chief Executive Officer for the Community Foundation of Utah and brings over twenty-five years of for-profit and nonprofit leadership experience. Before transitioning to the public sector, Alex was the Chief Operating Officer for Aqueduct Capital, raising capital for private equity and hedge funds. She earned her Bachelor of Arts in Humanities from the University of California at Berkeley and completed studies in the Masters of Public Administration program at the University of South Africa.

Melanie Kay | Daniels Fund Ethics Initiative Collegiate Program at Colorado Law Session: Introduction to Behavioral Ethics Professor Melanie Kay is a Faculty Instructor who joined the University of Colorado Law School in 2015 as the Director of the Daniels Fund Ethics Initiative Collegiate Program at Colorado Law. She is also a Co-Director of Colorado Law’s Master of Studies of Law (MSL) in Ethics and Compliance degree program. Professor Kay earned her JD from the University of California, Berkeley School of Law, her MS in Environmental Geochemistry from the University of Montana, and her AB in Earth Sciences from Dartmouth College.

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Our “Why”of Principle-Based Ethics Bo Peretto

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Ethics as a Business Necessity Dr. Abe Bakhsheshy

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EIC Five Ways to Reduce Ethics and Compliance Risk Your company’s good name and the trust from stakeholders are two of its most important assets.

You can protect your company’s reputation and increase employee engagement by creating a workplace where ethical conduct is the norm. Reduce ethics risk by taking these five key steps:

1 Honestly assess your needs and resources

2 Establish a strong foundation

3 Build a culture of integrity — from the top down

4 Keep a “values focus” in big and small moments

5 Re-evaluate and revise as needed

“If you gaze long into abyss, the abyss will gaze back into you” Friedrich Nietzsche

1 Honestly assess your needs and resources Successful businesses start with a good plan. So do successful ethics and compliance programs. In order to create a relevant and meaningful plan, you have to know the lay of the land. It’s important to know:

• What ethics challenges are common in the work we do? In our workplace?

• Where are our greatest areas of risk? Which groups of employees, locations, business units, etc. are potential “hot spots”?

• What values are important to our company and its employees?

• What values are needed for our business and our work in particular?

• What ethics and compliance resources will be most beneficial for employees?

What vehicles of support (a phone line, an email, an individual or committee, internal social network, etc.) are likely to be most utilized and helpful?

• In developing our code and values, which groups’ input is necessary? Who would be helpful? (For more information on this, see our resources on writing a code.)

See related blog post: Optimizing Risk Management Using Artificial Intelligence https://www.ethics.org/optimizing-risk-assessment-using-artificial-intelligence/

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Your program will only make a difference if you begin by having an accurate picture of existing strengths and areas of vulnerability. Risk assessment should be the starting point of your internal efforts, followed by gap analysis and program assessment. Audit reports are also an essential piece of the puzzle.

You can gather information in a variety of ways. Focus groups allow representative samples of the larger population to share their opinions and experiences; they provide a deep, rich “snapshot� of the state of ethics in your organization. Surveys (internal or conducted by a third party) provide the opportunity to gather information from a much larger group of your employees, compare results, and analyze data by relevant subgroups (i.e., employee levels, departments, units, etc.).

2 Establish a strong foundation Once you know your needs, you can put in place the resources to address them by establishing a robust ethics and compliance program.

The good news is that such a program makes a difference. As part of the 2011 National Business Ethics SurveyÂŽ, the Ethics Research Center (ERC), the research arm of ECI, demonstrated that an ethics and compliance program is a powerful tool for reducing pressure to compromise standards and observations of misconduct; increasing employee reporting of observations that occur; and decreasing retaliation against whistleblowers. In essence, when a company commits resources to ethics, it makes a difference. Fewer employees feel pressured to break the rules, and fewer misdeeds take place. When bad behavior does happen, employees tell management so the problem can be addressed internally.

This strong foundation consists of several key elements:

1. Written standards of ethical workplace conduct (for more information on this, see our resources on writing a code)

2. Training on the standards

3. Company resources that provide advice about ethics and compliance issues

4. A means to report potential violations confidentially or anonymously

5. Performance evaluations of ethical conduct

6. Systems to discipline violators

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Chapter 8 of the Federal Sentencing Guidelines for Organizations also calls for oversight by the governing authority, high-level personnel with overall responsibility for the program, and individuals with operational responsibility for the program.

But just having these elements is not enough. When it comes to ethical conduct and compliance, it’s not enough to “print, post, and pray.” Implementation and integration matter.

Your ethics and compliance program must be vital, integrated element of your work and the way you do it, ensuring that employees know how to and feel supported in their efforts to uphold ethics and compliance standards in their work. The hallmarks of an effective ethics and compliance program are:

1. Freedom to question management without fear

2. Rewards for following ethics standards

3. Not rewarding questionable practices, even if they

produce good results for the company

4. Positive feedback for ethical conduct

5. Employee preparedness to address misconduct

6. Employees’ willingness to seek ethics advice

”It takes 20 years to build a reputation and five minutes to ruin it” Warren Buffett

3 Build a culture of integrity — from the top down People have an innate desire to get along and (long-past high school) want to fit in and conform to the norms of those around them. It may not be pleasant to admit it, but most people’s ethics standards are fairly malleable. Although most people retain a desire to “do the right thing,” the definition of right is significantly influenced by the company they keep. Culture matters.

Fortunately, if your company has diligently built an ethics and compliance program and woven it into the daily operations of the organization, a strong ethics culture is far more likely. Research proves that an effective ethics and compliance program helps build a culture of integrity in which everyone “walks the talk.” In a strong ethics culture, employees at all levels are committed to doing what is right and upholding values and standards.

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Leaders are powerful drivers of corporate culture; they set the tone in any organization. They decide who gets attention, who gets promoted, and what merits rewards and recognition. They set the standard. They are the example. There are several things leaders should do to help promote a strong ethics culture:

• Talk about the importance of ethics

• Keep employees adequately informed about issues that impact them

• Uphold promises and commitments to employees and stakeholders

• Acknowledge and reward ethical conduct

• Hold accountable those who violate standards, especially leaders

• Model ethical conduct both professionally and personally

When it comes to ethical leadership, there are two key things to keep in mind:

1. Character is paramount. Ethical leaders show integrity not only in the way they conduct themselves at work, but in their personal relationships as well. In a world of social media, private behavior often becomes public knowledge, shaping employees’ beliefs about what kind of individuals their leaders are.

2. Leadership happens at all levels. While senior leaders set the tone for the entire organization, supervisors shape the everyday environments in which employees work and make decisions. The actions of supervisor have a profound impact on employees and their workplace conduct.

4 Build a culture of integrity — from the top down Ethics is about choices — big and small. Organizations with integrity keep their values at the forefront in both mundane and extraordinary moments. Corporate values should come into play and be reflected in multiple processes that drive the everyday life of the company, including:

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• HR policies and their implementation

• Reward systems

• Hiring and retention

• Performance management and evaluation

• Promotion decisions

“A business that makes nothing but money, is a poor business” Henry Ford

On those occasions when crises occur, leaders should recognize not only the ethical dimension of the moment at hand but the “teachable moment” it represents. Edgar Schein, the father of the study of organizational culture, noted that moments of crisis are particularly powerful culturebuilders because of the intensity of emotion involved. Our research shows that employees learn a great deal about leaders’ priorities and character when they show their “true colors.” If leaders make values their touchstone in times of crisis, employees learn that ethics matters.

5 Re-evaluate and revise as needed Situations and needs will change. You need to know what is working, what isn’t, what new vulnerabilities have emerged, what progress you’ve made, and where there’s work yet to be done.

Be disciplined about regularly revisiting the state of ethics and compliance in your organization.

Risk assessments, follow-up surveys, and periodic or ongoing focus groups will allow you to keep your program relevant and minimize risk. As an added bonus, regular assessments will demonstrate internally (and, if ever needed, externally) that the resources you’ve invested in ethics and compliance have made a difference.

Source: ECI 2020

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Personal Statement of Ethics For this particular assignment, I am requesting that you reflect upon your personal values and explain your personal statement of ethics in a page or two.

As you face ethical quandaries in your personal, professional, and public life, how do you go about taking an action that is right, just, and fair?

What is your guiding light? What anchor do you hold on to assure that you are being true to yourself and have not compromised your integrity?

Personal ethics are beliefs that you base your opinions and actions on. Hence, it is highly recommended that you mention only the ethics that you strongly believe in. In simple words, include only the practices that you unfailingly preach. Anything that is not from your core belief system will make it apparent and establish itself to be untrue right away.

Thank you

A generic example of a personal ethics statement The Oxford Dictionary defines ‘ethics’ as “Moral principles that govern a person’s behavior or the conducting of an activity.” Ethics are an important part of our daily lives, and our personal moral beliefs are responsible for several of our judgments and actions. I believe that there are times in every individual’s life when (s)he has to choose the right alternative, distinguish between right and wrong, and support what is appropriate for society as a whole, which is when the personal ethics system comes into the picture.

My personal ethics consist of qualities that always help me pick the legitimate option in sticky situations. I am an honest person―the truth always matters to me more than anything else at any given moment. Since childhood, this quality has always directed me away from petty distractions that many children face at some time or the other―cheating in-class examinations and stealing, for instance. I have always stood up for what is right, and this has helped me become the person I am today.

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I also consider my hardworking and sincere nature to be one of my biggest strengths. I believe honesty and hard work are intricately linked, and this has always shown me the importance of dedication and sincerity for fulfilling my ambitions, which is why I am not afraid to take up seemingly difficult tasks.

I am not afraid to stand up for what I truly believe in, and being a rational person, I rarely let emotions take control of any situation, which is extremely necessary at times when justice has to prevail.

I strongly believe that in order to receive fair treatment from others, it is very important to treat others the way you want to be treated. Thus, I try my best to be polite to everyone I meet. This ensures that I don’t add to anyone’s problems, if any, and assures polite interaction for most of the time.

I also deem consistency as one of the most important personal ethics one should possess. My work is always consistent in nature, and I strive hard to deliver results that are not sporadic.

However, every coin has two sides, and just like my strengths, I too possess my share of weaknesses. Sometimes, I am too frank while expressing my opinions, and that has the ability of hurting people, though unintentionally. My tendency to grab the lead also sometimes labels me as a dominating person when working in a team. I also tend to react strongly to unfair criticism, which is a strength and weakness at the same time.

I would thus like to conclude by saying that personal ethics are important not only in a professional or academic setting, but also in every individual’s personal life. My personal ethics will always influence my decisions and actions during any dilemma, and if I come across any more ethics that will help my personal and professional growth, I will not hesitate to adapt to them.

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How Ethical Are You? Close the door and lower the shades. It’s just you and your conscience. Choose A, B, or C, then tally the score to gauge your values in school, business, and life.

1. An employee you manage tells you he’s about to put a down payment on a house. You know

he’s going to be laid off before the month is out, but you’ve been told this information in strict confidence. He wants your advice on the stability of the company. You:

A. Tell him the company is doing just fine, and wish him well.

B. Tell him that he’s about to be laid off.

C. Suggest he waits until the end of the month before making a decision.

2. During your annual review, your boss goes on and on about how wonderful a job you did on a particular project. You know that the bulk of the work was done by a colleague whose contributions have gone unnoticed. When the boss stops gushing, you:

A. Thank him but let him know that your colleague was the chief contributor to the project.

B. Thank him and let him know that it was a team effort.

C. Thank him and smile.

3. You get the final exam back from your finance professor, and you notice that he’s marked correct an answer that you got wrong. Revealing his error would mean the difference between an A- and a B+. You:

A. Tell the professor about his mistake B. Say nothing, figuring you shouldn’t be penalized for his oversight C. Tell the professor, but make the case that he should still give you the higher grade since you could have said nothing.

4. A beleaguered classmate offers you a nice chunk of change if you’ll write his final paper for him. You hear him out and then:

A. Politely decline.

B. Decline, but offer to edit his paper for free.

C. Turn him in.

5. You’re the only one at the office working late. As you pass by the boss’s office, you notice his email is still up on his screen. You:

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A. Pass on by. It’s none of your business.

B. Pass on by. You might get caught.

C. Pop in, read as much as you can.

6. Company policy is not to pay for in-room movies when you’re on the road. Nevertheless, you call up a few films on the hotel set, and an $18 charge appears on your bill. You:

A. Decide not to request reimbursement for the $18 and instead pay for the movies out of your own pocket.

B. Choose not to request reimbursement for the movies but add $18 to your expense account disguised as another expense.

C. Insist to the hotel front desk that you never saw the movies and you’ve been billed incorrectly.

7. Bids come in from three equally qualified vendors for a project you’re managing on a tight budget. Your company has a policy against accepting gifts from vendors, but the high bidder has offered to slip you World Series tickets. You:

A. Sign - He wants your business more than the others.

B. Give the job to the low bidder, and ignore the high bidder’s ticket offer.

C. Give the job to the lowest bidder, and tell the high bidder that company policy forbids you to take gifts.

8. You’ve waited in line for 10 minutes to buy coffee and a muffin. When you are a couple of blocks away, you realize that the clerk gave you change for $20 rather than for the $10 you gave him. You:

A. Go back to the coffee shop, and tell the clerk that he gave you too much change.

B. Wait until the next time you’re at the coffee shop and return the difference then.

C. Savor your coffee, muffin, and free $10.

9. A classmate tells you that she has been sexually harassed by someone in her study group.

You:

A. Encourage her to report the harassment incident to the Dean.

B. Report the harassment to the Dean yourself.

C. Suggest that she switch into another study group.

10. You’ve done some independent consulting work during the year. When tax time rolls around, you realize one client neglected to issue a 1099 form for the $4,500 he paid you. When you’re calculating your taxes you:

A. Report the $4,500 B. Let your client know you haven’t received a 1099 form, but you’re going to report the $4,500 to the IRS. C. Don’t report the $4,500.

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11. Your company is seriously considering entering a new market, and you want to find out how much its competitors charge for their various goods and services. You:

A. Pose as a prospective customer and get as much pricing material as you can from the competitors.

B. Call the competitors, identify yourself, and see if they’ll share pricing information with you.

C. Pay a graduate student to call the competitors, and tell them that he’d like their pricing information for a research paper he’s working on.

12. A highly talented member of the team you manage misses a critical meeting with your company’s largest customer. As a result, you lose $100,000, half of the expected fee. Three days later, you discover that the employee has started drinking after having been sober for five years.

You:

A. Fire him on the spot.

B. Get him to agree to go through rehab, and give him another chance.

C. Forget about it. He’s too talented to lose, and in the long run he’ll more than make up for this one lost customer.

13. You’re taking a quiz to gauge how ethical you are. You:

A. Answer the questions honestly.

B. Figure out what the most ethical choice is and choose it, regardless of what you’d actually do.

C. Peek ahead at the scoring to see what it will take to ace the quiz.

Quiz by Jeffrey l. Seglin For an analysis of your score, see “the results are in.” Or take the test online at www.Mbajungle.com/ethics, and compare your score with other respondents.

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The results are in SCORING: Points according to choice 1.

2.

3.

4.

5.

6.

7.

A-2 A-0 A-0 A-0 A-0 A-0 A-2

B-0 B-1 B-2 B-2 B-1 B-1 B-1

C-0 C-2 C-1 C-1 C-2 C-2 C-0

8.

9.

10.

11.

12.

13.

A-0 A-0 A-1 A-1 A-2 A-0

B-1 B-1 B-0 B-0 B-0 B-1

C-2 C-2 C-2 C-2 C-1 C-2

18 points or more Gone astray Given the choice between taking the honest path and a less honorable road, you are drawn to the latter. While you might justify your decision as a short-term boost to your company’s - or your own - bottom line, ethics be damned, such decisions could have a disastrous effect on longterm performance. If you find yourself tempted to stray, a widely used self-test to gauge ethical behavior goes like this: If you won’t be able to sleep at night after you’ve done something, then there’s a good chance you’ve crossed an ethical line. Of course, this test is only as good as the people taking it. Joseph Badaracco points out in his book, Defining Moments, that “if people like Hitler sometimes sleep well and people like Mother Teresa sometimes sleep badly, we can place little faith in simple sleep-test ethics.”

8 to 17 points Ethically challenged You try to make the right choice, but sometimes your curiosity or insecurity draws you to an action that, on a better day you might not have chosen. No one said making ethical decisions was ever going to be easy, especially when doing the right thing can be costly. Good ethical behavior, after all, does not always have a positive payback. Sometimes, it takes courage to keep your wits about you when everyone else has lost theirs. Chances are, it will pay off for you.

Fewer than 8 points Highly principled You have a well-developed sense of right and wrong - and the integrity to veer toward the former.

There’s ample temptation in the classroom, business, and personal life, so it takes some resolve to walk the ethical line. Part of the process of being an ethical person is thinking through your actions. At the end of the day, all you can hope for is to know that you’ve done your thoughtful best to do the right thing.

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The Challenges of Ethical Decision-Making Josh Young

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What makes ethical decision-making hard for you?

Of the 8 Daniels Fund Ethics Initiative Principles which is easiest for you to adhere to?

How have you given back to the world today?

Identify 1 way you will work to develop your people or someone around you for the next 4 weeks.

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Ethical Decision-Making Kent Noble

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Daniels Fund Ethics Initiative Principles

1. Is the action and/or situation illegal?

Integrity

2. Consider the facts. Is there an ethical issue?

In other words, will a person or group be negatively impacted by the decision?

Trust

3. Who are the relevant stakeholders (those who will be positively or negatively impacted)?

Act with honesty in all situations

Build trust in all stakeholder relationships

Accountability

Accept responsibility for all decisions

Transparency

Maintain open and truthful communications

4. Evaluate your options. Consider the impact to stakeholders.

• Which option will produce the most good and do the least harm?

• Which option best respects the moral rights of all who have a stake in this situation? Note that people don’t make or unmake moral rights.

Fairness

• What would I do if I wanted to follow the rules and I’m not really concerned with the consequences of my decision?

Respect

• Which option leads me to act as the sort of person I want to be – In other words, is the proposed decision in alignment with my values?

Engage in fair competition and create equitable and just relationships

Honor the rights, freedoms, views, and property of others

Rule of Law

Comply with the spirit and intent of laws and regulations

Viability

Create long-term value for all relevant stakeholders

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Organizational Decision-Making:

5. Make a decision and test it – Is the decision in alignment with ethical principles?

6. Implement the decision with care and concern for all stakeholders.

7. Time offers perspective – Evaluate your decision and the outcomes associated with it.

Situation: You are on the town council in Hometown, USA, and you and your fellow council members have carefully formulated an economic plan that you believe will provide significant benefits to your community, including new jobs and increased tax revenue.

Many Hometown businesses believe they will benefit from this plan. In fact, it appears the majority of your community supports this effort.

The plan requires the use of eminent domain as there are several properties that need to be cleared for the development of new infrastructure to support the plan, including some homes where the occupants have lived for many years and do not want to move.

Under the plan, all homeowners will be given the appraised value for their home and will have one year to relocate. Unfortunately, the homes are in an older section of town where values have not kept pace with the market. The media seems sympathetic to the plight of the homeowners, and you are starting to feel some pressure. The council meets tonight for a final vote on the project. What is your position?

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Creating an Ethical Legacy Alex Eaton & Jeff Miller

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What does Philanthropy mean to you?

How do ethical values affect the legacy we leave?

How do ethical values influence the nonprofits we invest in?

Word Bank Community Foundation: “A grantmaking public charity dedicated to improving the lives of people in a defined local geographic area. It brings together the financial resources of individuals, families, and businesses to support effective nonprofits in their communities.� - Source: Council on Foundations.

Donor-Advised Fund: Works like a charitable bank account and allows donors of all sizes and interests to engage in philanthropy. Donors can make tax-deductible contributions of cash or illiquid assets into a Donor Advised Fund and then recommend grants over-time to their favorite causes.

Donor Advised Funds can be used for short-term giving or become an endowed fund to create a perpetual giving fund lasting for generations.

Endowed funds: The principal (value) of the fund is never spent. Endowed funds provide sustainable support and transformational impact over the long term. Grants are made mainly out of investment income.

What we have done for ourselves alone dies with us; what we have done for others and the world remains and is immortal

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Legacy: What we pass from one generation to the next. Often, we think of legacy as simply a transfer and deployment of material wealth. In fact, legacy is more about sharing what you have learned, rather than just what you have earned, bequeathing values as well as valuables. A legacy can be monetary, genetic, material, or values.

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Introduction to Behavioral Ethics Melanie Kay

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Behavioral Ethics

• Were you surprised to consider the idea that most people are capable of engaging in unethical conduct if the conditions are right? Do you believe that your conduct could be influenced by your environment, as opposed to being entirely within your control?

• Can you recall a situation where you behaved unethically or in a manner you later regretted?

Can you connect that behavior to any situational factors that may have influenced your behavior?

• Considering the types of situations or factors that can encourage unethical conduct, what do you think workplaces can do to foster a more ethical environment?

• What tactics will you personally employ to help keep the “ethics frame” front and center in your life?

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The time is always right to do what is right Rev. Martin Luther King, Jr.

Panel Notes

Kent Noble

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Melanie Kay

Josh Young

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University of Utah MBA Programs and Executive Education

Professional Background Full-Time MBA

Professional MBA

MBA Online

Executive MBA

Schedule

Work Experience

Average Age

Rankings

For those seeking an immersive, experiential, and cohort-oriented program to connect to high-impact careers and networks

Immersion program with day and evening classes

4 years

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Top 10 in the West #36 in the U.S.

For early- to mid-career professionals seeking to achieve career advancement or to begin a new career track

Two evenings a week from 6 to 10 p.m., on campus or online

6 years

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#1 in Utah, top 25 among U.S. public schools

For working professionals seeking flexible online solutions to achieve career advancement or to begin a new career track

Online with weekly live sessions and deliverables

10 years

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Top 10 in the world

For experienced, senior-level professionals seeking to gain executive-level strategy and leadership skills

Every other week on Friday and Saturday from 8 a.m. to 5 p.m.

14 years

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#1 in Utah, top 25 in the U.S.

MBA.Eccles.Utah.edu - 801-581-5577 - MBA@Utah.edu

Executive Education

Professional and leadership development for individuals and organizations through short, skills-based classes • Average 2 to 3 day classes held on campus, online, or at client’s location • For mid- to senior-level professionals • Open enrollment classes, leadership certificates, and custom programs available ExecEd.Eccles.Utah.edu - 801-587-7273 - ExecEd@Utah.edu

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Upcoming Events and Sponsorship Opportunities Diversity and Inclusion Symposium

Women’s Symposium

Date: November 18, 2020 Duration: 4 hours Format: Online Price: $99

Date: March 30, 2021 Duration: 8 hours Format: In Person or Online Price: $299

Bronze

$3,000 10 tickets ($990) 2 open enrollment classes*

$4,500 1table/8 tickets ($2,990) 2 open enrollment classes*

Silver

$5,000 10 tickets ($990) 4 open enrollment classes*

$8,000 1table/8 tickets ($2,990) 6 open enrollment classes*

$15,000 = Sponsor of both event 10 tickets to Diversity and Inclusion Symposium 1 table/8 tickets to Women’s Symposium 12 open enrollment classes*

Gold

Sponsorships include displaying your company’s logo and sponsorship level on marketing and symposium materials. *Each class has a value of $1,600

Additional Executive Education Certification Opportunities Leading with Ethics and Moral Principles Certificate This online certificate has been designed to challenge you and help you grow as a leader and individual. Explore your leadership potential, understand the essentials to create a more ethical environment in your organization, and foster more innovation and growth.

Price: $2,195 $1,695 using discount code: ETHICSONLINE Learn more about this certification by reading the class guide.

ExecEd.Utah.edu | 801-587-7273 | ExecEd@Utah.edu

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ExecEd.Eccles.Utah.edu 801-587-7273 ExecEd@Utah.edu

Robert H. and Katharine B. Garff Building, Suite 4340 1731 E. Campus Center Drive Salt Lake City, Utah 84112

ELE VATE

Ethical Leadership Symposium

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