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We all have those moments when the big idea, inspiration just refuses to come. It doesn’t matter whether you’re trying to solve a complex strategic problem, develop a new approach to marketing or trying to work out how to get people to work more effectively together.

Most of us tend to battle on and often find ourselves becoming tense and anxious, and staring at our computer screens or our pieces of paper filled with seemingly meaningless hieroglyphics, until our eyes glaze over and our brains shut down. Ironically most of us realise that this isn’t an effective way of dealing with the situation. Before you grind to a halt, there are some things that you can do.

For example, you could

1. Take a walk.  Even just a a few minutes taking a stroll outside will revitalise your brain, ease your tension, and give your mind the the space for a solution to slip in.
2. Park the issue.  Put the problem aside to be tackled at another time. Let the unconscious mind work on the problem – we often do this when we say “sleep on it.”
3. Talk it over – with a friend, colleague, or your kids.  It’s amazing how often a fresh perspective a can lead you to a solution a problem – especially a someone who has no interest in the outcome.
4. Explain it to someone from another field.  Go back to the basics, and explain your context in a way that others will clearly understand the problem and what you’re trying to achieve. They may or may not be able to help you, but your process of review can work wonders in putting the problem in perspective.
5.  Let someone else solve it. Give it away.  What seems irresolvable to you may be perfectly straightforward to someone else.  Pass the problem on to a colleague – that inspired solution may be just waiting to be unleashed

The world is challenged today by the unethical behaviours of leaders. But is it just at the top that we have problems?

Organisations (governments, businesses, sport and community groups, any type of organisation) can create an environment conducive to ethical behaviour.  It all comes down to how people – both inside and outside – perceive the way they are being treated by the organisation and its leaders, and the extent to which they can influence what happens.

Three factors come into consideration.

•  Purpose:  use values, hopes, and a clear purpose statement to determine what is acceptable and unacceptable (fair, reasonable, responsible) behaviour.
• Preparedness (Professional):  by knowing as much as we can about our job/role/reponsibility and striving to perform effectively we develop an identity with the purpose and pride ourselves and of our organisation.  Knowing what is at risk can help you resist temptations to behave unethically. Making certain that you are informed and as knowledgeable as you can be.
•  Perspective: be reflective in our practice. Make time to pause and reflect, make yourself aware of what is going on around you. See the big picture and all the impacts. Respond and adjust, using purpose as your reference point. Be aware of how you and what you do and say impacts on others.

There is a lot to unpack in the following quote from Ludwig DC and Longenecker CO (1993)  The Bathsheba syndrome: the ethical failure of successful leaders. Journal of Business Ethics 12(4):265-273

Ethical leadership is simply part of good leadership and requires focus, the appropriate use of resources, trust, effective decision making, and provision of model behaviour that is worth following.  Once it is lost it is difficult if not impossible to regain.