by Malcolm Follos
Financial Times & FT.COM – 30.09.2009
The Question is: how have we created organizations where rule bending, or cheating, has become acceptable? …
In this particular case, the pressure to win clearly put unbearable pressure on people to make difficult and dishonest decisions. It can be very lonely at the top and the moral compass can be led astray when the stakes are high and the pressure builds.
Having an independent sounding board can be a great help, not least to act as a pressure relief valve. What some senior leaders need to realise is that when a lie is told, it can irreparably taint the culture of any organization. The best way to stop dishonest decisions from being disclosed when people leave is to prevent them from happening in the first place. Telling corporate lies is never a good idea, no matter how tempting it appears in the short term.