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:
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Ethical 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.
- Some 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.
- On Reporting Workplace Malpractice
- Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here
are some risks to ponder before reporting what you know.
Forthcoming issues of Point Lookout
- Coming June 26: 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. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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- 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.
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