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:
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- Dubious Dealings
- Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be
as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- 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.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGobAAXFgrkcDehqLner@ChacPJdAzWNiCYGvToqMoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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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