Ethical and moral competences

  • Why should you as a company management, executive or employee deal with ethical and moral competencies?
  • What are ethical and moral competencies anyway? Which are the most important in the future world of work?
  • How can you as a company strengthen the attitudes and competencies for ethical-moral behavior among managers and employees?

I would be happy to support you in these challenges and development tasks, for example through coaching, workshops, seminars, trainings, microsessions or interactive impulse lectures - on-site at your company or online (webinars, online trainings).

In addition to the offers on value orientation and sense reflection as well as on fairness as a central ethical-moral competence, I am happy to offer you impulses on these topics:

What are ethical and moral competencies?

Without wanting to go too deep at this point:

Ethics is often understood as the scientific discipline (of philosophy) that seeks to reflect on and clarify what thinking and acting we want and should understand as morally commanded. Morality refers to existing norms and concrete behavior.

In my words, ethics is thinking about or reflecting on what is or should be morally more right.

By ethical and moral competencies we mean, among other things, the ability ...

  • to consciously reflect on one's own responsibility and thus be aware of the effects of one's own actions on others ("What does my behavior mean for others?") (sensitivity);
  • to recognize the best course of action from a moral point of view (ability to judge);
  • to decide - even in the face of resistance or one's own disadvantages - in favor of the moral option and consciously against immoral options (motivation);
  • to also implement what is morally right and to show a morally strong character - even against external and internal resistance and temptations (acting).

In everyday life, in my eyes, this means being able to meet the requirements in concrete action, for example by: Showing consideration, giving more than taking, being able to do without, helping, showing solidarity; not harming or disadvantaging.

Fairness competence as a central ethical-moral competence

I like to combine moral action with fair action and see fairness as a central value and fairness competence as a central ethical-moral competence.

For example, it would be unethical or immoral - or even unfair - not to consider the consequences of one's own actions, not to engage in a genuine discourse about them, or to consciously accept harm to others. Such behaviors would indicate a need for development of ethical-moral competencies.

Perhaps this is also one of the reasons why ethical-moral competencies have so far played a far subordinate role in personnel development and also in organizational development. When future skills are discussed, the main keywords are digitalization and innovative capability.

However, it is becoming increasingly apparent that the wrong priorities are being set here.

Ethical-moral competencies are the real Future Skills!

Failures such as the diesel scandal have arisen due to incorrect ethical assessments and immoral decisions and actions.

When we analyze the causes of economic, environmental and social ills, we find that ultimately it is not really due to a lack of technical or IT-based competence deficits. The number one cause is ethically and morally inadequate attitudes and behaviors.

Even if not all the necessary digitization skills are available today, the real bottleneck is ethical and moral attitudes and skills. This is where we need to start, and much more intensively than before.

Can you compare your company's expenditures for digitization with those for development impulses with regard to ethical and moral competencies? There is a great need to catch up!

However, ethical-moral competencies among individuals are not enough - as long as the organizational goals, organizational culture and the structures and processes contradict an ethical-moral attitude and action. A symbiosis or connection between organizational development, transformation and personal Future Skills in the form of ethical-moral competencies is needed.

The benefit: Companies and executives can better assess risks and opportunities and make decisions that are good for the company and do not harm it. 

Score with decency ... success despite or through ethics and morals?

I am happy to offer you sustainable impulses on the following topics, among others:

  • Score with decency ... success despite or through ethics and morals?

Target group and benefits:

Company management, executives, specialists, employees and business partners. All those who want to develop their know-how on ethics and morals in order to be able to reflect ethically on difficult everyday situations and make well-founded moral decisions.

Those who know the basics of ethical and moral concepts can better classify norms from the everyday world and the morals of other people. In this way, we also create the basis for a more objective discussion about ethics and morality - and thus about important everyday situations.

The discussion of ethical and moral principles helps to recognize one's own values as well as one's own strengths and weaknesses - as a person and as an organization.

Contents and questions:

  • Ethics and morals: what do we mean by this? Where are the differences and distinctions?
  • Basic ethical terms, principles, rules and concepts for everyday work life
  • One's own values as a frame of reference for ethics and morals
  • Why ethics and morals at all in the business environment?
  • Ethical competence as a foundation for communicating values
  • "Do-gooders" and "moralizers": dealing ethically with "unethical" attacks
  • What is ethically/morally good and right, or better: what is more right?
  • How can we reflect ethically on our own point of view, classify it morally and then choose fairly among different options for action?
  • The new wonder weapon "nudging"? Nudging ethical behavior with small nudges?
  • Ethics and morals in individual fields of application such as: purchasing, marketing/sales, human resources, finance.
  • Work on concrete case studies from everyday practice.

I would be happy to support you in using ethical reflections for your everyday work and in making well-founded moral decisions. Please contact me!

"Honorable merchant" ... not dusty at all, but fit for the future

Target group:

Company management, executives, specialists, employees as well as business partners who want to consciously deal with the concept of the Honorable Businessman in order to gain orientation from it for everyday management and work.

Goals and benefits:

Knowledge of the basic guiding principle creates a resilient orientation framework for today's and tomorrow's working world. Those who are not put off by the "age" of the concept will be able to feel the powerful benefits in working with others. The "Honorable Businessman" or the "Honorable Businesswoman" are modern and very fit for the future.


Take advantage of the power that lies in the concept of the Honorable Businessman today more than ever. Please do not hesitate to contact me.