Ethical Traps for Leaders

There are common ethical traps that leaders may encounter on any given day. So, it’s worthwhile to review ethical situations that may challenge your decision-making. It can also serve to help you understand your own tendencies when your ethical standards are challenged.

?Here is a checklist for conducting your own “self-review” of your ethical behavior.

?The ‘lying while trying to cushion the blow of bad news' trap

o Be objective when decisions are outstanding that may affect your team members. Refrain from painting an unjustified, optimistic picture.

o People deserve to know what is going on. Share as much as you can.

o Remember, bad news that is understood is less stressful than not having the information needed to deal with a bad situation.

o During times of ambiguity, ensure your status communication conveys the actual nature of the situation.

?The ‘saying “x” but doing “y”’ trap

o This is commonly referred to as “walk the talk.” Are you walking the talk in your leadership role?

?o Sometimes, conditions may dictate that you do something different from what you said you would do. Admit to that. Acknowledge you are acting differently than you said you would and share the reasons why.

?o You should be ok with saying “I don’t know” when that is the case. Follow that up with what you will do to determine the answer to the question that has been raised. Guessing the truth can create questions about your integrity if your conjecture does not reflect reality.

?The ‘But everybody does it’ trap

?o This is when you do something of questionable ethics, but do it because people in your industry, or your peers, do something on a regular basis. For instance, engaging in a practice of refusing to provide a service or pay out some form of benefit or refund that a person is entitled to. Rather, you consistently ask for more information or refuse to respond.

o Focus on the terms, conditions, or employee entitlements. Ensure you behave in accordance with those commitments.

?o The news is full of instances where unethical behavior has damaged business in the long term. Strive to act ethically now, to avoid scrutiny later.

The ‘discounting ethics complaints from “chronic complainers”’ trap

o Don’t let the reputation of the ethics issue reporter influence your decision to act. Regardless of the origin, if you get a report of a potential ethics violation, you need to investigate. Not doing so can catch you up in an ethics issue you would rather avoid.

?o While chronic complainers can wear you down, they often have a valid point. Try not to discount the complainer's views.

The ‘simply following your company code of ethics’ trap

o Follow your company code of ethics AND apply your own standards to the actions you take. No code can cover all the circumstances you will face as a leader.

o Apply the literal interpretation and intention of your code of ethics to the actions you take.

?o The “actual” code of ethics is what you DO, rather than what is written by your company. Consider how the code of ethics would read if it described the actual actions of you and your peers.

The ‘failing to admit when you are wrong’ trap

?o This can erode your ethical standing very quickly.

?o When you make a mistake, share your thoughts. Describe what you will do in the future to avoid the mistake.

?o Admitting you are wrong sets a positive example for your team. Lead by example which will make it easier for you to deal with things when they are open about their mistakes. You and your team can improve together.

The ‘it is too risky to push back’ trap

o While you may have to take actions you don’t agree with, not pushing back when you believe ethics are being compromised is a decision you “can’t undo.” Your reputation can be permanently tarnished.

o Weigh the risks of pushing back now, versus the risk of having to respond to ethics scrutiny later. The consequences of pushing back now may be less severe, or the outcomes are more in your control.

?o Seek advice if you believe you are being asked to do something that challenges your ethical standards.