Ethical concessions matter.

In his article in this issue, Michael Daigneault, president, Ethics Resource Center, Washington, D.C., poses a series of questions to help you think about the meaning of organizational ethics. One of his questions is this: 'Why do good people do bad things?" I recently conducted a straw poll among people I know who make a living in sales and marketing - some for associations, some selling to associations. In an era when so many report feeling unusually stressed, I asked, "What are you worried about?" Here's what they said:

* Not making my goals means I don't eat. If I don't perform, I don't get paid.

* I don't have time to do everything that needs to be done to make my goals.

* It's hard to get the support I need (from my staff, colleagues, supervisors) to meet my goals - they don't share my priorities.

* I fear that I will make a big mistake that will cost everyone a lot of money.

* I'm worried that my organization will reorganize and I'll lose my job.

* I don't-think my company cares very much about me as an individual.

* I'm worried that my life is out of balance - that I don't spend enough time with my family.

* I'm worried about the extent to which my job encroaches on my personal life.

* I'm worried about being able to take care of my family.

* I'm worried about being too much in debt.

* I sometimes wonder if, in the great scheme of things, what I'm doing will make a difference in the world.

I went on to ask this question: "How does your worry about these things affect the way that you work?" Here's what these really good, really successful people said:

* When I take time for myself, away from work, I feel guilty.

* I am sometimes unwilling to take risks that I probably should.

* I am unwilling to express myself sometimes when I should - I sometimes tolerate or ignore injustice.

* I am willing to take a larger profit from weaker customers.

* I am capable of misrepresenting myself/my association/my intentions to members or customers.

* I sometimes overstate our capabilities.

* I deal unevenly with members or customers.

* I sometimes discreetly bend the rules because, in the great scheme of things, it's the easiest way for me to achieve fairness - the ends do sometimes justify the means.

Do any of these small concessions to the pressures that we face matter? I think they do. Even under layers of cynicism and mistrust we recognize and value fair play, honesty, compassion, and self-reliance, not only for their inherent worthiness but also because they must be present for sustained success.

I think you will find the article by Michael Daigneault useful in thinking about how you will construct a legacy - for yourself and for your association.