Don’t Let the Bad Guys Win 627.1
During a seminar on ethics in the workplace, participants spoke about a wide array of unethical conduct they’d witnessed. They talked about high-level employees who lied on internal reports, blatantly took credit for others’ work, and intimidated or abused subordinates. These were clear-cut violations of organizational policy. Yet in most cases, the perpetrators escaped serious sanction.
Executives, who are responsible for upholding organizational standards, seem to find an endless array of excuses to look the other way. Hence, the culture of many private and public institutions reflects a don’t-rock-the-boat, avoid-confrontation-at-any-cost philosophy that undermines integrity and morale.
When managers systematically allow employees to get away with forbidden behavior, they make a mockery of organizational policies and ethical rhetoric. What’s worse, they cultivate seeds of inefficiency and corruption and demoralize employees who do live up to higher standards of personal conduct. Every time we let the bad guys win, we weaken the resolve of dozens of folks who need to know that playing by the rules is not just for suckers.
How many organizations are mired in the quicksand of hypocrisy because they’re led by executives who are too timid or ambitious to demand honorable behavior? Good organizations need good people, men and women of principle who can resist the seductions of short-term political expediency and overcome fears of litigation or unpopularity.
This is Michael Josephson reminding you that character counts.
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Comments
Thanks for letting me know "I'm not a sucker." I waited and needed to hear someone speak about this.
Posted by: Benjamin C. Cook | July 10, 2009 10:22 AM
Wow. Excellent thoughts. Thank you!
As a high school educator, I can assure that working with teenagers is never boring. Don't let the bad guys win is one of my strongest messages with our students.
It is not okay to do what you want, whenever you want, as long as you don't get caught.
Posted by: Matt Smith | July 11, 2009 6:42 AM
Perhaps you should look at your own organization.
Posted by: Anonymous | July 12, 2009 8:53 PM
During my career, I have been rewarded many times for doing the right thing. A few times, I was a casualty when the bad guys were elected officials who retaliated. It's really difficult to take the risks -- but worth it! Thank you for reinforcing these principles and doing the right thing yourselves. Hope it makes a difference where it counts.
Posted by: Anonymous | July 14, 2009 12:51 PM
Sometimes it's the managers who are the corrupt, inefficient, unethical ones in the business. This puts employees in a terrible situation: Do I stand my ground (and risk possible unemployment) or do I keep my mouth shut and go with the flow, telling myself, "This is just a job -- I can cope for eight hours"?
Too many employers brand open, honest employees as non-team players. Hostile people. Even when spoken gently and with honest concern, the truth is not welcome.
What do you do when the bad guys hold all the power and always win? What do you do when the bad guys can do whatever they want, whenever they want, with no (earthly) consequences?
It takes great courage to be open and honest in today's workforce.
Posted by: Jen R | July 17, 2009 7:03 AM
I have been listening to your comments on the radio for many years. I have always enjoyed your message and the fact that you are reinforcing what I have taught my children and they are now teaching my grandchildren. I know it is often very difficult to do what is right, but that is when it is the most important time. I believe we all know what the right thing to do is; the difficult thing is doing the right thing. Often in the past when I have rocked the boat, I have been called on the carpet from my boss and have received disciplinary action, but as long as I know what the right thing to do is, I will continue to rock the boat. As a result, people can count on my children, my grandchildren, and myself to do the right thing, and this makes me very proud.
Keep giving your message as it is very important in both the business world and in our personal lives.
Posted by: Rick Severns | July 17, 2009 7:18 AM
Thank you for this, it has really hit home with me. Several years ago I addressed what I considered to be a serious series of ethical problems with our in-house ethics department. Although it was admitted that all of my complaints were upheld, because the target of the investigation was a member of upper management who was a member of several "protected groups," I was told nothing would be done to correct the problems I had brought forth.
Immediately thereafter I became the target of nonstop retaliation and retribution that went on for over two years. During that time I was refused the opportunity to even interview for promotional positions on one occasion and was blackballed for several others. When the retaliation was brought forth to the Ethics Department, it was halfheartedly investigated and then dismissed in spite of mounds of evidence and several coworkers' corroboration that it was happening.
I have resisted the impulse to sue because I truly don't want to be "that guy," but alas my resolve is wearing thin. Especially in light of a current round of promotions that will further advance several key players in the initial complaint and subsequent retaliation.
Where do I go if the internal ethical review system doesn't work and is basically nothing more than rhetoric? Am I left with any other recourse other than the court system? I don't believe I'm asking for too much, just a management team that does not lie to their staff and avoids obvious conflicts of interest in a government position.
Posted by: Retaliation victim | July 17, 2009 8:42 AM