Integrity is not an option
BY NEAL WHITTEN, PMP, CONTRIBUTING EDITOR
More than ever, the business world needs leaders who routinely practice integrity. By integrity, I mean knowing the difference between right and wrong and choosing the right action.
All of us, as leaders, must be role models for integrity. Most of us have a great internal mechanism that helps us immediately recognize the difference between right and wrong. A problem can occur, however, as we find ourselves looking for that competitive edge to help us, our products and our companies be as successful as possible. What may begin as a slight shaving of the edges of right and wrong can turn into a wholesale belief that integrity is for others to practice and no longer applies to this situation. Wrong! Integrity applies to all of us all of the time.
What should you do if you encounter illegal or unethical behavior? First of all, never support someone who engages in it. If you do, expect to go down as part of the collateral damage. If you think the person will protect you, think again. People who commit illegal or unethical activities are notorious for selling out those loyal to them.
You have several choices: do nothing, distance yourself from the behavior or be a whistle-blower.
If you choose to do nothing, the danger is that you seem to support and condone the behavior. This can set you up for being an accomplice. Moreover, you could end up constantly looking over your shoulder. Fear can eat at you day and night—not a good way to live a happy, quality life.
Choosing to leave the organization or company is, of course, not always easy. There may not be another job for you in another organization. You might have to relocate. A job search also can be a great hardship. While clearly an option, distancing yourself can be a mighty high price to pay.
To many people, being a whistle-blower could be considered the high road. You are exposing illegal or unethical behavior and working within the system to make it a better place for all to work. Unfortunately, not everyone holds whistle-blowers in such high esteem, particularly those who have condoned or supported the poor behavior—or have friends that are being exposed for it. This can be a lonely road, albeit one where your conscience is clear. Because illegal and unethical behavior can take a long time to uncover and reach closure, you may have to continue to work around the very people you have exposed—and some may never be punished.
You say you don't like your options? Nobody does. There is no simple answer. However, confiding in a trusted third party and talking through the options can help. Most of us likely will come across illegal or unethical behavior at some time in our careers. Again, whatever you do, do not become a part of it, or you will surely go down with it.
Speak Up For Yourself
What if your boss directs you to do something that's not illegal or unethical but with which you disagree? Should you do it anyway? Yes. You can read an organizational chart. But first discuss the issue with your boss to make your perspective clear. This is integrity, too—have the courage to speak up for your own strongly held opinions.
If you do what your boss says, but later other people of equal or higher authority tell you that they disagree with your actions, is it OK to say you were only following orders? In general, avoid being overtly transparent. You want to support your boss. However, in a case where your actions could harm your reputation or career, I would recommend not taking the blame for a decision that was thrust upon you—provided you had been clear in presenting your position. If you did not bother to offer a counter position, then you are just as much at fault as your boss.
Your integrity represents a window into your character. As a leader, you must use it to build your success and the success of those you lead. PM
Neal Whitten, PMP, president of The Neal Whitten Group, is a speaker, trainer, consultant, mentor and author. His latest book is Neal Whitten's No-Nonsense Advice for Successful Projects.
PM NETWORK | MAY 2006 | WWW.PMI.ORG