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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- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new
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seekers use to enhance their success rates. Here are some tactics approval seekers use.
- 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.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenthrqiQeYfmAvEHmmner@ChacUqMJLivUwhWuArRGoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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