With the non-controversial topics out of the way, they moved on to what they all knew was the most difficult issue. Everyone felt the tension, though perhaps no one felt the pressure Trish did. She knew that whatever they announced publicly would affect the share price, and the critical factor would be her estimate of the delay on Metronome. Everyone in the room would feel the pain.
"On to Metronome," Jack pronounced. "Trish?"
Here we go, she thought. The dates were bad news, but the estimates were Peter's, and Peter was the best. The dates were right. "As you all know, the news isn't good. The estimates are June 30th, best case, but possibly as late as November."
Silence. Warfield, as usual, spoke first. "That's unacceptable. What are your plans for replacing Peter?"
"I have no plans for replacing Peter, or anyone else," Trish replied. "They've all done a marvelous job with what we gave them, and it's up to us now to manage this."
In some organizations, Trish's recommendation is unusual. Rather than blaming someone for an organizational failure, Trish believes that the company must tell the public the hard truth. What would you have done?
Now that CEO's will be personally accountable for statements they make about their organizations, we can all expect to be held to higher standards of professional ethics. Some professions have codes of ethics, but most of us don't even have professional associations we could join, let alone formal codes of ethics to guide us.
When you doubt the propriety of an action or decision, what principles guide you? Whether or not you can turn to an association for ethical guidance, writing down a code of ethics for your job can help. Try it. Here are some principles to get you started.Unethical behavior
need not be proactive.
In some situations,
can be unethical.
- Beware personal benefits
- If you would personally benefit from an action you're about to take, it could be questionable. Examine such actions carefully.
- Appearance counts
- The appearance of unethical behavior is as damaging as actual unethical behavior. Avoid even the appearance of crossing the line.
- What you don't do can be damning
- Unethical behavior need not be proactive. In some situations, doing nothing can be unethical.
- Be open about key phrases
- If you intentionally use a key phrase, explain its significance to the listener. Relying on listeners to grasp the importance of innocent-sounding words could be a way of misleading people.
- Consulting an attorney can be a red flag
- Legal standards are usually less restrictive than ethical standards. Excessive concern with the legalities of your actions might mean that you're in danger of ethical transgression.
See "On the Appearance of Impropriety," Point Lookout for December 2, 2009 for a bit more on the appearance of impropriety.
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:
- You Have to Promise Not to Tell a Soul
- You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise
not to tell a soul," is the response. You promise. And there the trouble begins.
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- Counterproductive Knowledge Work Behavior
- 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 for more related articles.
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenFXFSdZixdaMNlWsVner@ChaczSHiucTSXRQHTaVdoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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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