Identify specific cases: Unethical behavior is very difficult for senior leaders to recognize and accept as a culturally embedded phenomenon. Often, cheating is so common that leaders don’t even consider the behavior as cheating. When a coach or consultant identifies cheating behavior, either systemically or at individual levels, it is vital for the coach/consultant to investigate as deeply as possible and document the behaviors as specifically as possible. We can’t be vague and abstract if we are to be convincing.
So, what can we do about it? The answer to this differs greatly depending on the scope and nature of the cheating behavior. If the cheating is narrow in scope (an individual or small number of individuals), focused interventions may be appropriate. For example, in the “insider threat” situation described previously, disciplinary action may be appropriate including dismissal. In some case of outright fraud, legal and criminal action may be necessary.
In severe cases of individual cheating behavior, senior leaders are likely to want to provide an example to other employees (at any level) that cheating will never be tolerated and take the harshest action possible. Perhaps in less severe cases, coaching of the “perpetrator” may be acceptable. However, it is incumbent on the coach/consultant to provide feedback to senior decision-makers on the optics of each decision option.
5-Steps to Behavior Change
In an organization/group-wide setting, behavior change can be difficult and difficult to sustain. A technique one of us [KW] has applied effectively is quite simple, but often difficult for leaders to implement – most often because they are embarrassed and awkward acknowledging that they (and their teams) need to change behavior. While difficult personalities and bad behavior tend to take up a lot of Human Resources time, there is a resistance to openly discussing the kinds of behaviors that are required for success, and those that lead to poor performance.
The most powerful (but difficult) aspect of this approach is that it needs to be implemented in a transparent and visible manner – everyone on the team or group needs to participate and to feel reasonably comfortable about discussing ongoing behavior. Also, this 5-step process should become a normal, everyday exercise that is implemented quickly and “in-the-moment” versus some kind of special event or periodic exercise. The 5-steps are as follows:
Step 1 – the behaviors that the organization’s leaders expect (related to ethical behavior) must be specific. These descriptions should be written down, clear and concise and with examples that clarify what ethical behavior looks like and what unethical behavior looks like. There must be little opportunity for an individual to say “I did not think this was cheating”!
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