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:
- 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 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?
- More Things I've Learned Along the Way
- Some entries from my personal collection of useful insights.
- 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.
- Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others
can misinterpret our own actions and motivations. But we can take steps to limit these effects.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
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- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.