Posts Tagged ‘cheating’

Volkswagon Cheaters Are Not Leaders“But everybody cheats!”

Really?

Everybody?

It seems to be a hardwired tendency in human nature that fuels the desire to cheat. Behind that desire is the promise of big rewards: winning a game, better grades, more money, big promotions at work, lots of stuff, and being the proverbial king of the hill: CEO, world leader, president or executive director of a non-profit.

And looking around, as those of us striving to be quintessential leaders do, it seems that cheating pays off in big ways. Cheaters seem to thrive because they cheat and because they are so good at it

The majority of people we see in leadership positions are cheaters. Of those, only a minority have been caught cheating. And even within that minority, many have cheated their ways out of being discovered as cheaters.

As a society, it seems we admire cheaters. We glamorize them and laud their schemes as brilliant and worthy of emulation.

Cheating is so accepted in our society that it shows up in our everyday language.

“I’m going to cheat on my diet just a little bit.”

“I admit that I cheated and substituted canned corn for fresh corn.”

Cheating is an integral part of our lives and vocabulary“I cheated and did my son’s math homework because I didn’t have time to explain it to him.”

“We cheated and ducked out of the reunion early to go to a movie.”

You get the picture. It is clear that the desire to cheat is so everpresent in our thinking that it makes its way very liberally in our speech (and clearly we don’t think before we speak because we give no consideration to what our speech says about our character).

“But it’s harmless. It’s just an expression. It doesn’t really mean that I would cheat on anything big or important. Lighten up!”

Harmless?

Notice the third sentence in that defense of using the word “cheat” in everyday conversation. That sentence – It doesn’t really mean that I would cheat on anything big or important. –  gives us insight into how deep the desire to cheat goes.

The speaker has just told us that they will – and do – cheat and they’ve given us the parameters within which they will or won’t cheat.

And since the speaker decides what is big or important (situational ethics), they’ve clearly given themselves the latitude to cheat at anything and everything.

How many times do we see disgruntled people in leadership positions of one organization leave and form a rival organization and then, by hook or crook (another cheating idiom), lure people from the original organization over to their new organization?

It literally happens all the time. Every day. Multiple times a day.

How many times do we – you and I – cheat every day?

With misinformation in the form of omission, slanting, twisting and spinning that puts things in a favorable light for us?

By cutting corners on something we are working on?

By doing our own personal things on someone else’s time and then taking the money for time when we were not actually working?

By embellishment or outright lying to make ourselves look better or to be seen in a more favorable light?

By manipulating other people emotionally to gain favor with them?

Cheating is rampant. As a way of thinking and being it is deeply ingrained in our society, in our species, and in each one of us personally.

But cheaters are not leaders. They are just cheaters. Morally and ethically bankrupt, they lack the ability, the talent, and the integrity to accomplish anything without cheating.

VW TDI Beetles, Jettas, Passats are among the 2009-2015 models with the cheating emission softwareThe emissions-cheating software (the software could detect an emissions test and could fake the right numbers to pass) that the people in leadership positions at Volkswagen approved and had installed on at least 11 million diesel cars (this is likely just the tip of the iceberg) is an example of cheating at the organizational level.

General Motors’ ignition switch debacle is another example of cheating at the organizational level.

It’s always tempting for members of the organizations to think “well, that was them, but it wasn’t/isn’t me” in the rare cases when organizational cheating comes to light (it’s important to understand that these are not isolated incidents for these organizations nor are they the worst examples of cheating they are guilty of).

Temptations are wrong for a reason. They always lead us down the path of darkness, which includes rationalization, blame, and excuses.

“I’m not guilty of cheating; I just worked there” is no different than the familiar military refrain of “I just did what I was told to do.”

To pull off organizational cheating, everyone associated with that organization in any way, shape, or form has to buy into the cheat.

Sometimes the buy in is based on disinformation or misinformation, especially the further you go down into the organization, but each person still has their individual responsibility for buying into the cheat.

It’s at this point that each of must confront ourselves. We all face this ethical dilemma more than we probably consciously realize, and, sadly, many of us shrug and say “That’s just the way things are,” and continue on surrounded by cheating and tacitly endorsing it by doing so.

In confronting ourselves, though, we must first look at our own lives to see where we think about – and sometimes act on – cheating.

We humans have a funny way of seeing our own character defects – like cheating – in a different (and innocuous) light than the character defects of others, whether they are individuals or organizations. In the process, ours become marginalized while everyone else’s becomes egregious.

That is why it so much easier to pass judgment on everyone but ourselves and why we can condemn everyone else and hold ourselves up as paragons of virtue.

It’s a lie we’ve gotten good at telling ourselves. None of us is as virtuous as we believe we are. We all – yes, even those of us striving to be quintessential leaders – have hearts of darkness that fight to govern our thoughts, our words, and our actions continually.

The difference, however, with those of striving to be quintessential leaders is that we are aware of our tendency toward being anything but virtuous. We are aware of our hearts of darkness that can sometimes burn intensely in our inner worlds.

And those of us who long to be quintessential leaders are actively engaged in the war to not only deny our vices and our black hearts, but to change our vices to virtues and the darkness of our hearts to light.

It is the war of our lives and the battles never stop coming. Admittedly, we lose our fair share of those battles along the way, but by staying actively involved in the war for our character and our integrity, eventually we see the results in fewer and fewer losses as we gain control over the territory of our minds and our hearts.

Are you a cheater or are you a leader?

You can only be one or the other.

How are we doing?

What Transparency Looks LikeOne of the new organizational buzzwords is transparency. Today’s post will talk about what transparency looks like with quintessential leaders and what transparency looks like with everyone else.

You may be surprised to find that transparency among most people in leadership positions is illusionary, conditional, selective, and, in fact, is a lie because it doesn’t exist.

The word transparent at its simplest means to see through. Nothing is obscured, blurry, fuzzy, or out of view. Transparency, then, is the state or condition of being transparent. So anyone or any organization claiming transparency is describing their or its continual state or condition.

But is that true?

In most cases, the answer is “no.” While there is usually a lot of activity and A Smokescreen is Not Transparencycommunication to give the impression of transparency to the teams, what is done and what is said for everyone to see is essentially a smokescreen to keep teams feeling informed and included, while the real heart of the activity and communication – the business core – is conducted in secret behind closed doors among a small inner circle that has been sworn to secrecy.

So how do we know if a person or an organization is truly in a state or condition of transparency or not?

It’s quite simple.

Listen to them.

Anyone who or any organization that is constantly saying they are transparent is not.

People and organizations that are really see-through don’t ever have to say they are because it’s visible and obvious.

Only people and organizations with something to hide will make a conscious effort to regularly reiterate that they are committed to transparency. Just as liars will keep repeating their lies to try to convince others they are telling the truth, so will people and organizations that are not transparent who say over and over that they are.

So what are some key pieces of evidence that we can look for to see what transparency does not look like?

  1. A superficial and protective outer layer of smoke and mirrors that looks clear until it is placed on top of all the hidden layers and then nothing is clear. This looks like a plexiglass cover that is placed on top of wood-stained coffee table to protect it from damage and scratches.
  2. The Wizard of Oz behind the curtainA continuous barrage of stimulating, but meaningless, information designed to deflect attention and shift focus away from the nuts and bolts of what’s really happening and what’s substantive. This looks like the Wizard of Oz behind the curtain projecting an illusionary image of reality.
  3. Saying one thing, but being the opposite. Actions always speak louder than words. There are far too many, since this reflects the majority of people who are currently in leadership positions, for me to name the most obvious examples I can see and think of. Look around your venue on the world. You won’t have to look far to find this behavior.

So then, now that we have seen what transparency doesn’t look like, since we are all striving to be quintessential leaders and transparency is a quality of quintessential leadership, then we must know what transparency does look like in action.

Real transparency lays all the cards on the tableReal transparency lays all the cards on the table up front. It takes a proactive approach to full disclosure of the facts and relevant circumstances, providing a big-picture framework to fully and completely encompass and describe the genesis and the outcome of decision-making.

Real transparency doesn’t sidestep controversy or issues, actions, words, etc. that are either perceived as a liability or were part of poor or ill-informed decision-making. We all have these in our realm of experience. 

Quintessential leaders, however, don’t try to sweep them under the rug and pretend they never happened, nor do they try to excuse, clarify, or blame them away. Instead, quintessential leaders own their missteps and mistakes and use them as teaching opportunities for the quintessential leaders they are developing on their teams.

The lessons of our failures and how we addressed and overcame them are the most valuable we can pass on to the next generation of quintessential leaders for several reasons.

First, future quintessential leaders understand that nobody is perfect and screwing up is sometimes part of the learning process.

Second, by our showing them step-by-step how we recovered, we are modeling a tangible and realistic example – showing them what it looks like in practice – of how to overcome, grow, and move forward.

Third, we are helping them, by sharing our experiences, hopefully not to repeat our missteps and mistakes. (When people portray themselves as perfect, there is no knowledge or experience to pass on to the next generation, who will find themselves in missteps and mistakes, but will model the unquintessential leadership example of no transparency that was modeled to them, ensuring that and perpetuating the same mistakes down the line to successive generations.)

Real transparency is WYSIWYGReal transparency doesn’t deceive, lie, or cover up anything. Everything’s an open book of reality, honesty, and what-you-see-is-what-you-get.

What unquintessential leaders don’t realize is that by not being transparent, they often spend most of their time dealing with the past (you will always hear more references to the past and especially to a mythical past of “glory days” than you will ever hear about detailed and actionable plans for how to navigate successfully through right here, right now and for navigating successfully through the future) and they, therefore, have little to no time to deal with the present and the future.

So, as always, we take the subject of transparency and we look critically, honestly and objectively into the mirrors of our own lives.

Do we faithfully practice total transparency in every aspect of our lives?

Do we practice transparency in some areas of our lives, but not others?

Do we not practice transparency anywhere in our lives?

Each of us can only answer these questions for ourselves. But we have to be willing to be honest and candid and to change, if we find anything less than total transparency in every aspect of our lives.

How are we doing? 

 

Today’s post will take a brief look what quintessential leadership and unquintessential leadership look like in terms of character. Increasingly, it seems that both people in leadership positions and the people they lead believe that character is irrelevant to a person’s ability to lead.

However, that is not true.

quintessential leadership character mattersThe type of character a person possesses is the critical component to whether someone is a quintessential leader or an unquintessential leader, because character defines who and what we are as people. Character is something that we are at all times. It is an essential component in determining whether we are building trust and are trustworthy or we are destroying trust and are untrustworthy.

Anthony Weiner and Bob Filner are two people in leadership positions who’ve been in the spotlight recently because of character issues. However, both have proven themselves, not only in what they’ve done, but how they’ve handled what they’ve done, to be unquintessential leaders.

What does a lack of character and unquintessential leadership look like? 

  • Belief that character and the ability to lead are not connected
  • Lack of remorse or guilt
  • Patent inability to admit being wrong
  • Refusal to take responsibility, blaming others
  • Refusal to apologize
  • Refusal to make amends
  • Refusal to change
  • Lack of care or concern about effects of behavior

What does character and quintessential leadership, then, look like?

  • Understanding that character and the ability to lead are intrinsically connected
  • Remorse when wrong
  • Admit when wrong
  • Take responsibility and blame self
  • Apologize
  • Make amends
  • Willingness to change
  • Great care and concern about effects of behavior

We all struggle with character as humans, but as quintessential leaders, we must win that struggle. And that means who we are on the inside must match who we say we are and project ourselves to be on the outside.

Because we live with our internal selves 24/7, each of us has the responsibility to continually:

  • Assess ourselves
  • Admit where we fall short of the character standard
  • Apologize for and fix in our lives, if we are able, whatever’s been broken because of our shortfalls
  • Remove the shortfall
  • Change

Character matters. It always has. It does. It always will.

There have been a lot of examples of unquintessential leadership in this week’s news, and I will highlight the ones that have caught my attention – some you may be aware of and others you may not be – and give a brief summary of each of them with links so you can review the stories yourselves and glean the lessons from each of them that we, as quintessential leaders, must always be diligent to look for and learn from.

Lance ArmstrongThe first story is the news, which, frankly, is no surprise to me, that Lance Armstrong has refused to meet with the U.S. Anti-Doping Agency (USADA) and testify under oath about his use of illegal substances during his career as a professional cyclist. In light of this development – which was a necessary step in his path to be able compete athletically in any sport and any hopes of redemption from his fall from grace – it seems to bear out that all that he said in his interview with Oprah Winfrey last month was nothing more than lies accompanied by crocodile tears. Purely unquintessential leadership on every level with this man.

Another unquintessential leadership story that caught my Alex (A-Rod) Rodriguez - New York Yankeesinterest this week was about Alex Rodriguez, third baseman for my favorite baseball team, the New York Yankees. Joe Posnanski does a very good job of showing the unquintessential leadership traits that have led to his demise, not only as a baseball player, but as a role model for young kids playing the game of baseball. Mr. Posnanski lists several things that contributed to where A-Rod finds himself now, but from a quintessential leader point of view, three character traits – pride, cheating, and dishonesty – are at the core of what makes Alex Rodriguez an unquintessential leader.

Another unquintessential leadership news story from this week was the revelation that the FBI – anyone who knows the real history of the FBI from its inception and anything at all about the tactics of its first director, J. Edgar Hoover, should really not be surprised by this latest story – has a lot of employees using government-issued equipment to engage in sexting. Not only is this behavior immoral, but it’s also illegal under federal law, which the FBI is the enforcing agency of.

The next instance of unquintessential leadership to get a lot of press this week has global implications, as well as terrorist implications. Government systems and corporate systems were the target – from China and Pakistan to the U.S. and from the U.S. to Iran (that we know of). This high-profile story also introduced the general public to a new term – spear phishing – which is already well-known in the cyber security field. In general terms, the unquintessential leadership behavior is hacking or trying to hack computers and networks.

Hacking – one famous hacking group is Anonymous – involves several unquintessential leadership traits: the deliberate breaking into and breaching, if possible, of computers and networks; distributing malicious or harmful software to either steal information or destroy information or incapacitate the computer or network; and, a lot of pride and arrogance in taking credit for the breach.

President Barack ObamaThe last unquintessential leadership news story I’ll cover for this week is the looming sequestration if President Obama and the US Congress don’t reach a budget agreement.

While both sides bear responsibility for the lack of an agreement, President Obama, as Commander-in-Chief, has shown an unquintessential leadership trait side of his introverted temperament – he’s an INTJ –  which I also am, so I understand what’s happened and why, but the unquintessential leadership aspect of his decision is a faulty cost-benefit analysis.

When INTJ’s have done everything in their power to try to resolve, negotiate, change, and conclude an impasse or breach, whether with an individual or a group of individuals, and nothing happens, as their energy levels get depleted and they get tired of hitting their heads against a brick wall, so to speak, they do a cost (how much am I putting into this?)-benefit (what is the best I can expect as a result?) analysis, and if the cost outweighs the benefit, they stop, close the door, and walk away for good.

Once that door is closed, it can’t be reopened, because the INTJ has moved on to things he or she can resolve, negotiate, change and conclude, and the last effort is no longer a part of their lives, literally. It’s over. Period.

That’s a part of the temperament and it drives all the other people in our lives crazy because it’s the only temperament that does this and none of the other temperaments understand it. Trust me, I’ve heard it enough to know it doesn’t make sense to anyone who’s not an INTJ.

That appears to be the point that President Obama has reached with the U.S. Congress.

The problem here with the lack of an agreement and the possible automatic sequester is that whatever the cost is to President Obama personally, it does not outweigh the benefits of continuing the resolution process, the negotiating, the change,  and successful conclusion needed to get past the breaches and impasses that exist. One of the traits of quintessential leadership is understanding that the needs of the many outweigh the needs of the one, and as the leader of the United States, President Obama needs to remember – and keep at it, now matter how it affects him personally, because this is the job that he has – the needs of the American people outweigh any personal needs that he has.

President Obama doesn’t get the luxury of being an ordinary INTJ where the stakes aren’t all that high if he walks away for good. At least not until 2017.

This month, in U.S. news, two prominent people in leadership positions in the sports world who have shown themselves to be thoroughly unquintessential leaders have emerged. One of the ties between these two people – Lance Armstrong (7-time Tour de France winner) and Manti Te’o (the highly-touted former Notre Dame linebacker and Heisman Trophy runner-up) – is that of broken trust as a result of blatant dishonesty, spin, angling, the blame game, and outright deception.

As quintessential leaders, it is absolutely imperative that we understand how trust is built and how we become and stay trustworthy, because as is the case with Lance Armstrong and Manti Te’o, once trust is destroyed and trustworthiness is gone, it is difficult, if not impossible, to ever get back.

My eBook, “Trust & Trustworthiness” provides a compellingly insightful and comprehensive compilation of the quintessential leadership components of building and keeping trust and becoming and being trustworthy and what they look like in practice.

Although I enjoy sports, professional cycling and college football are two sports I don’t have any interest in nor do I really understand exactly what the mass appeal of them is.

However, I would have had to have lived under a rock for the past twenty years or so not to have a fairly good knowledge about Lance Armstrong and his career. The interesting thing about Armstrong, though, is that years ago, when he really hit his stride and became a household name, I observed a certain disconnectedness and ruthless coldness about him that made me uncomfortable. His eyes, I think, betrayed him. When the then-rumors about his doping began to swirl, I believed they were more than just rumors and were probably credible.

Armstrong vehemently insisted for years that he had never used drugs to enhance his physical performance and continued that steadfast denial even in the face of the irrefutable proof of his usage of banned substances and his distribution of those substances to others in the cycling world in the 1000+-page report from the United States Anti-Doping Agency (USADA) released in June 2012.

One of the most disturbing things I observed about Lance Armstrong during this period of accusations and denials was his viciousness and his determination to destroy as many lives as possible along the way. His behavior seemed more like that of a sociopath than of a man defending himself against unfounded and baseless claims. He spent a lot of time and energy ridding himself of accusers and, in his mind, enemies, fingering them as being cheaters and liars and claiming to be a victim of vindictiveness spurred by jealousy over his accomplishments.

After seeing portions of Lance Armstrong’s interview with Oprah Winfrey and reading the full transcript, it turns out that Armstrong was the cheater and the liar all along. Watching his body language and his eyes and observing the calculated and emotionless responses to Winfrey’s questions, it’s clear that Armstrong has strong sociopathic tendencies and that is the epitome of unquintessential leadership.

The first thing that I noticed about Lance Armstrong in the actual interview clips was that he still doesn’t believe he did anything wrong – and he never will. There is no contrition. There is no regret. There is no remorse. There is no guilt.

There is nothing behind the very feeble gestures that he’d like us to believe are admissions of dishonesty, wrong-doing, and cheating. No one who knows this man should ever expect a genuine apology from him. Whenever someone starts this statement: “I guess I’ll have to apologize…,” that person is not convicted within him or herself of his or her guilt, culpability, or the need to right a wrong. 

In Lance Armstrong’s mind and heart, he’s innocent of any wrong-doing. One of his claims to defend his doping is that “everyone else was doing it.” That’s the oldest excuse in the world, but only unquintessential leaders use it. All the other wrongs in the world don’t make a quintessential leader’s wrong right. Wrong is wrong and right is right.

People in leadership positions set the example for those they are responsible for leading. So when Lance Armstrong dopes, lies, cheats, and blames and crushes other people, what example is he setting? It’s unquintessential leadership on steroids, pun intended.

The most telling quote for me of Lance Armstrong’s interview with Oprah Winfrey was this one about cheating: “At the time, no. I kept hearing I’m a drug cheat, I’m a cheat, I’m a cheater. I went in and just looked up the definition of cheat and the definition of cheat is to gain an advantage on a rival or foe that they don’t have. I didn’t view it that way. I viewed it as a level playing field.”

This is the heart, core, soul of Lance Armstrong. He has no integrity and he epitomizes the very worst – the opposite of quintessential leadership – of unquintessential leadership.

Manti Te’o, the former Notre Dame linebacker and Heisman Trophy contender, has a shorter, but equally unquintessential leadership track as that of Lance Armstrong. Another appalling aspect to this story is the same kind of unquintessential leadership being shown by Notre Dame’s executive staff, most notably athletic director, Jack Swarbrick, who has countered Deadspin’s revelation of the fraud and dishonesty perpetrated by Te’o by continuing to assert that Te’o was the victim of a hoax.

Te’o’s story of the death of his grandmother and girlfriend within a 12-hour period of each other fueled sympathy and admiration both by the media and the public for the young football player in September of 2012.

However, as Deadspin revealed this week, the story was a lie. Te’o’s grandmother did die in September 2012, but there was no girlfriend and no subsequent death from leukemia. It turns out that this was a publicity move of dishonesty and fraud – probably to up the chances of Te’o winning the Heisman Trophy and being drafted higher in the NFL – that, no matter what the assertions of Te’o and Notre Dame officials are, Te’o was intimately involved in and continually purported to be true.

The fact that Te’o actively participated in the fraud is what highlights his own and Notre Dame’s lack of quintessential leadership. How Notre Dame’s athletic director can keep telling people that Te’o is an innocent victim of a hoax when Te’o’s own words convict him and show him to be thoroughly involved in the web of deceit is beyond comprehension. It seems that once people go down the road of dishonesty, eventually they begin to believe their own lies to the point that truth is never and can never be within their grasps again.

Te’o’s dishonesty, with Notre Dame’s apparent approval and backing, has destroyed any credibility – and that includes trust and trustworthiness – he had. Even if he is drafted by the NFL (personally, I think they’d be crazy to draft him), no one will ever trust him again. He has proven himself to be an unquintessential leader: unreliable, undependable, dishonest, untrustworthy, and selfish, self-centered, and self-absorbed.

Te’o, in the end, like Lance Armstrong, and like every other unquintessential leader, is all about himself. They don’t care about the team or the truth. They have no integrity. They lack any authenticity. They are pretenders, wannabe’s, and examples of the opposite of what we as quintessential leaders want to be, should be, and, indeed, must be.

“Whosoever desires constant success must change his conduct with the times.” The Prince – Niccolo Machiavelli 

While the exact phrase “the end justifies the means” is never found in Machiavelli’s renowned 1532 work, The Prince, there is absolutely no doubt this is one of the distilled philosophies that you come away with after reading it. I remember reading it in high school and being bothered by it, but in rereading it a few years back, perhaps because this is just the way the world – individually and collectively – with very very few exceptions does things now, my sense of bother had deepened to disgust and a conscious rejection of all the tenets and principles in the book. Machiavelli, it seems, would have fit right into the 21st Century with his promotion of situational ethics and relative morality or total immorality in every aspect of life.

This post is about ethics and process. Ethics is defined as “a system of moral principles;” and “the rules of conduct recognized in respect to a particular class of human actions or a particular group;” and “that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions.” By “process,” I mean how and why we, individually and collectively, do things to achieve a desired outcome.

Let me say at the outset that ethics and process is a constant struggle, and many times we’ve absorbed so much of what’s going on around us – “that’s what everyone else is doing,” – and we live in an ADHD world that leaves us little free time – unless we make the conscious choice to create free time – to think through our processes – and we have adapted to a world philosophy that justifies being unethical to achieve goals (the mantra of this is “well, it’s not hurting anybody,” which we’ll discover is absolutely untrue, except the people getting hurt are not the ones we might think). Additionally, we’ve fallen into the trap of believing that the outcome of something is what is most important, not how we got there – that the end justifies the means.

It is my belief that how we got there is far more important and significant than the end result. If the process is wrong, flawed, faulty, deceitful, or in any other way dishonest, the end result is nullified. Because defects of character, a lack of integrity, and disregard for ethics characterizes the process. Some examples of this process-ethics problem on an individual level are things that as I read them I continually ask myself “is this something I’ve done, am doing, or would do?” I believe that being very aware of all my processes – and asking myself “is this right or is this wrong?” and “is it at its very core honest or dishonest?” – in life is critical to having right character and unimpeachable integrity, because, when it’s all said and done, those are the only things I will leave this life with. As Marc Antony so eloquently says in his eulogy of Julius Caesar, “The evil that men do lives after them; The good is oft interred with their bones:

A story last week in The Atlantic about the housing bust had these two quotes from one of the investigators with Digital Risk, a company that exists solely to catch mortgage fraud. The first quote is a bit surprising: “pastors—dozens of them—who doctored bank statements, bought houses they couldn’t pay for, and then filed for bankruptcy. “’…The nice thing about pastors is that their church shares information when asked,’ Alpan says. ‘Pastors are always an easy [fraud] claim.'” The second quote seemed, to me, to sum up, in general, society’s, individually and collectively, default process: “‘It’s not just lawyers and pastors and CEOs who lie and scheme. It’s nurses and schoolteachers, too,’ he says. ‘Everybody’s guilty; no one’s up to any good.'”

How about the educators in Atlanta, GA who were involved in cheating on the state’s standardized testing, in which more federal funding – and teacher and administrator jobs – were at stake for low test scores? This is the epitome of a unethical and dishonest process being employed by individuals for a “good” – although in my opinion, keeping these educators in their jobs would not have been good for the students – goal. What kind of example did they set for the kids they were entrusted to educate? They taught them that cutting corners, cheating, and lying were acceptable if those behaviors achieved the end goal. Am I the only one who believes these kids took that lesson – and process – to heart and everything they do from here on out will be suspect, process-wise?

On an even more personal level, how many of us have fudged the deductions on our income taxes to either avoid paying or to pay less than what we legitimately owe in taxes? Many non-monetary charities – furniture, clothes, etc. – simply allow you to tell them the value of your donation and they sign it and give you the receipt. If we donated to one of these, were we honest about the value of our donation? Did we take other deductions that we weren’t allowed to or inflate the amount of other allowable deductions? That’s an unethical, deceitful, and dishonest process.

Our individual unethical and dishonest processes aggregate in the organizations we are members of professionally, socially, and religiously. Common and frequently-used examples  of how these processes look at the organizational level (and because I’ve been in technology – and often that includes being in the inner workings of organizations, especially as they have become inextricably linked over the course of time – since the beginning of my career, there isn’t much I haven’t seen and heard, but a lot I’ve had to say “no” to or, with time because my process, which is, to the best of my ability, to be honest and ethical no matter what, to simply not be asked even though the people who are asked and say “yes” end up talking to me about it and I tell them “don’t expect the people you’re doing this for to visit you in that federal penitentiary”) include:

  • Encouraging members of the organization to access the organization’s web site from as many unique IP addresses as they can on a regular basis to artificially drive up the traffic statistics and boost the organic search engine rankings
  • Encouraging members of the organization to post favorable online reviews of the organization’s products to create the illusion that lots of people want and like the products
  • Creating fictional web sites that purport to objectively compare your organization’s products with competing organizations’ products where your organization’s products are rated higher than all the others
  • Encouraging and/or having members of the organization to use social media contacts (who may or may not actually be interested in the organization or its products) to “like” the organizations’ social media pages to boost their search rankings

And technology is not the only area where we see the ever-increasing trend toward unethical, deceitful, and dishonest processes. There is rampant federal and state tax fraud. I know of one example where at least a year’s worth of financial documents was fabricated using PhotoShop to hide what had really been the true financial documentation of the organization. Even some charitable contributions have the dark shadow of unethical and dishonest processes behind them. A recent account was given by the chairman of an organization in which he detailed how he circumvented “the system” – which included evading costs and time doing it the honest and legal way would have required – to get a piece of medical equipment to a someone in a foreign country and it was all justified – Jeremiah 17:9 – because it was a “good deed.”  And this is just the tip of the iceberg.

It’s not hurting anybody, right? Wrong! There may not be identifiable victims of the fraud being perpetrated, but people who are counting on veracity are being defrauded. Additionally, the person/people executing the unethical, deceitful, and dishonest processes are definitely hurting themselves. Right character, good character, and integrity are much more easily destroyed than they are created. The first time we use an unethical, deceitful, and dishonest process, there is usually a pang of conscience that accompanies it – if indeed, we’ve developed any kind of conscience at all.

I’ve found that if I have to spend a lot of time debating on whether I should do something or not, process-wise, and there’s a knot in my stomach to accompany the indecision, then the wisest thing is stop and review my process for integrity, honesty, and ethical correctness. However, if we ignore the pang of conscience and do it the way we want to anyway, our character is damaged. The next time the wrong way to do something to achieve a goal presents itself, it will be easier to do, because the pang of conscience has been diminished. 

So why does it matter what the process is as long as the outcome is achieved? Because once this way of doing things comes into and is accepted in just one of our processes, it eventually spreads to all of our processes. We become what we think and act on: unethical, deceitful, and dishonest from the core outward. We become unreliable, untrustworthy, and unconscionable. We also become teachers, by our examples, that any means justifies the end, and we contribute to the declination of a society that we all resoundingly lament and criticize as being what we’ve become.

Take the time to examine your processes. The good that will come of that – including all the immediate gratification that you’ll have to forego to do things the right way – will be worth it now and in the long run.