Doing the Right Thing Even at the Wrong Time

 

“Do the right thing” is the mantra most often uttered by those who believe this sentiment creates the psychological and spiritual power to build a successful life, career or business. The assumption is that when in doubt, falling back on doing the right thing will make things right. Most (but certainly not all) understand, accept and try to do the right thing. However, because the real world is never as black and white as right and wrong, the reality is that doing the right thing is not always as easy as it may seem to be.

In most cases it is not difficult to understand or identify the right thing to do. What can make it difficult to consistently do the right thing is that often the challenge to do so emerges at the wrong time. In a vacuum it is easy to differentiate between right and wrong, but we don’t live in a vacuum. Rarely are there times when our lives are completely unfettered by personal concerns that revolve around job, career, finances, family, friends, health or well-being.

In the real world we are invariably confronted by assorted personal anxieties that can create a perception of a conflict between two “rights.” And worse, other than what are blatantly illegal actions, there are often no clear boundaries as to what type of activity (or lack of action) is actionably wrong and what is not. An example will prove the point. (Wells Fargo Bank and how it treated customers may come to mind here.)

Let’s say you are early in your career with a good company, married with a baby and another on the way. You observe your boss systematically short-changing customers in order to enhance the performance of his department. You see him receiving undeserved accolades and even increased bonuses. You know that his behavior – while not technically illegal – is a sham and certainly not the right thing to do.

What is the right thing for you to do? Do you challenge your boss? Do you report this activity to his boss? Sure, you’ve heard the exulted words of “high ethics” uttered by senior management, but how do you know this activity is not being surreptitiously condoned by the higher-ups? Since you are not actually taking part in the subterfuge, should you just ignore it? Is that the right thing to do?

In the abstract world of absolute right and wrong it is easy to say that doing the right thing would be to report the improper activity. But what if your report is ignored? Does this get you off the hook with no further responsibility? Even worse, suppose you do report the activity and your boss is not even reprimanded? What will this do to your future at the company? In theory, the right thing to do would be to quit your job and look for another one, but is now the right time to put you and your family’s financial future at risk? You could go halfway and say nothing while you look for another job, but is that really the right thing to do?

This type of enigma is not an academic exercise. In the real world of business and life, such situations are often more reality than theory. The real questions are: At what point are you willing (if ever) to trade in “doing the right thing” in order to protect your career by “going along to get along”? At what point (if ever) do you cave in and begin to rationalize an unwillingness to identify and do the right thing?

Unfortunately, there are no easy answers. But when confronted with conflicting challenges to do the right thing – and you will be – there are two simple questions that when answered honestly, will lead you in the direction of doing the right thing.

How would you feel if you were the one being wronged by someone not doing the right thing?

How would your actions or inaction appear if each and every one of them were to become fully public?

Respond to these conflicts the right way and you will have a clear indication as to what is the right thing to do. But in the end, you are the only one who can decide if you are strong enough and really have the courage to do the right thing, even if the challenge to do so comes at the wrong time.

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Bob MacDonald -- Founder of LifeUSA, retired chairman and CEO of Allianz Life of North America, author of four books on business and management. bobmac5201@gmail.com

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