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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