I know what you’re thinking! I was thinking the same thing when I read this research article that suggested that employees were willing to excuse or accept unethical behavior from peers that were seen as strong performers. My initial thought was “no way” was that acceptable. However, as I continued reading, I started to think about my experience in corporate America and stories that I hear from managers in our Leadership Workshops. I then concluded that this article was not far-fetched, in fact, it happens more often that we would think. What about the Senior VP, that is an excellent strategist and visionary, but uses improper language during staff meetings and berates employees. Or, what about the Senior Marketing Manager that continuously launches successful campaigns, that translate into a 20% increase in customer acquisition year after year – but leads by fear. Why is the unethical behavior of these strong performers normalized? Well, the answer may be rooted in organizational values and whether the leaders of the organization are committed to holding true to those values. If values can be somewhat compromised for increased profitability, perhaps, the rewards outweigh the risks. That type of thinking and strategy is ethically flawed, but some organizations are willing to look past the ethics. In our strategy workshops, we challenge employees to assess whether their personal values align with the values of their organization. This may mean that employees will need to leave their current organization for another that has similar values. Ultimately, what remains important is that individuals hold true to their personal values.
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