Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 3;   January 17, 2001: When Your Boss Asks You to Do Something Unethical

When Your Boss Asks You to Do Something Unethical

by

When your boss asks you to look the other way, or to actively take part in unethical activity, you probably feel uncomfortable — with good reason. Can you find a way to live with yourself?

What if your boss asks you — in complete confidence, naturally — to look the other way, or to actively take part in unethical activity? Not criminal exactly, but "gray" — problematic acts that are really tempting but which you know in your heart are wrong. Falsifying status reports, juggling expenses from one account to another, intentionally skewing estimates. How do you handle these situations?

We're all unique. There is no one right answer for every one of us, but usually there's at least one right answer for you, one that gives you peace. Keep three things in mind:

In for a penny, in for a pound
A white collar criminalOnce you've committed an ethical breach, anyone who knows about it can try to use it as a lever to manipulate you in the future. You're especially vulnerable if your boss is apprehended, because nothing then prevents your boss from revealing your involvement. It's easy to imagine situations in which your boss could actually benefit by doing so — maybe even claiming that you were the sole or initiating perpetrator.
Forever is a long time
Anyone who knows about what you've done might someday reveal it. If you behave unethically, you're betting that you'll be long gone before anyone reveals the truth. In most cases, that's a bad bet.
Who do you trust?
Don't expect ethical treatment in the future from anyone who asks you to behave unethically now. Don't trust your boss with your reputation, when you know that your boss is capable of ethical breaches.

Staying in connection with those who make us feel ethically uncomfortable is difficult. Here are four strategies.

Once you've
committed an
ethical breach,
anyone who
knows about it
has a lever
Delay
Stall for as long as you can. You never know what might happen while you delay — you or your boss might be reassigned, or the whole company might be restructured, or maybe your boss will see the light. At the very least you can get a job search going.
Keep your head down
Avoid actually participating, while at the same time avoiding confrontation. If you confront, unless you have a very strong, collaborative relationship with your boss, you're history. You might as well resign.
Compromise
Work out another solution. Whatever was motivating your boss to take the shortcut might have an ethical alternative solution. Find one if you can, and get permission to try it, using the argument that "it might work, and it's cleaner if it does." In the meantime, implement the "Get Out" strategy.
Get out
You probably can't quit your job on the spot, even though you might want to. Find another job in another company, or transfer internally. These are difficult options, but consider the alternative — fear, anxiety, sleeplessness.

Once your boss crosses your ethical line, peace will be hard to find — until you find a new boss. Go to top Top  Next issue: Is It Really Resistance?  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

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More articles on Ethics at Work:

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When organizations go astray ethically, and their misdeeds come to light, people feel shocked, as if they've been swept up by a tornado. But ethical storms do have warning signs. Can you recognize them?
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When we bring national or local political issues into the workplace — especially the divisive issues — we risk disrupting our relationships, our projects, and the company itself.
The Bill of RightsEthical Influence: I
Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.
An actual red herringSome Truths About Lies: IV
Extended interviews provide multiple opportunities for detecting lies by people intent on deception. Here's Part IV of our little collection of lie detection techniques.
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With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new forms that are rare or inherently impossible in workplaces where knowledge plays a less central role. Here are some examples.

See also Ethics at Work and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Daffodils of the variety Narcissus 'Barrett Browning'Coming February 28: Narcissistic Behavior at Work: I
Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
George Orwell's 1933 press card photo issued by the Branch of the National Union of JournalistsAnd on March 7: Narcissistic Behavior at Work: II
Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.

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