With the noncontroversial 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?"

The rabbit that went — late — down the rabbit hole. A colorized illustration from Alice's Adventures in Wonderland, by Lewis Carroll, from the original illustration by John Tenniel. Online editions of Alice are available at various Web sites, but this illustration is from the edition at www.gasl.org.
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 CEOs 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 behaviorneed not be proactive.
In some situations,
doing nothing
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.
Start a discussion of ethics in your organization. Being open about the issue is a critical first step. Top
Next Issue
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
See "On the Appearance of Impropriety," Point Lookout for December 2, 2009, for a bit more on the appearance of impropriety.
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Related articles
More articles on Ethics at Work:
Email Ethics
- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new
technology arrives, explicitly extending the ethical code seems necessary — no matter how civil
the society. And so it is with email.
Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
Availability and Self-Assessments
- In many organizations, employees develop self-assessments as a part of the performance review process.
Because of a little-known effect related to the Availability Heuristic, these self-assessments can be
biased against the employee.
On Repeatable Blunders
- When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them.
And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they
occurred, repetition is more likely.
Personal Boundaries at Work
- We often speak of setting boundaries at work — limitations on what we can reasonably ask of each
other. We speak of them, but we don't always honor them. They can be easier to remember and honor if
we regard them as freedoms rather than boundaries.
See also Ethics at Work and Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
Coming April 2: Mitigating the Trauma of Being Laid Off
- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
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