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
- Once 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
knows about it
has a lever
- 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.
- 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.
Is 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:
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- Tornado Warning
- 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?
- When Others Curry Favor
- When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse.
Trying to stop those who curry favor probably isn't an effective strategy. What is?
- Some Things I've Learned Along the Way
- When I have an important insight, I write it down in a little notebook. Here are some items from my
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that.
Sometimes people who want to know what we know try to suspend our ability to think critically. Here
are some of their techniques.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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