
Making an ethical decision takes several steps — gathering facts, analyzing dilemmas, building moral arguments, applying resolution principles. But none of them matters much without a crucial first step: recognizing that the issue at hand is in fact an ethical issue.
Surprising numbers of ethical collapses arise directly from a lack of this moral awareness. Of the many ways that people get morally blindfolded, three of them — lethargy, ignorance, and hypocrisy — are on display in recent news about WorldCom, Cendant, and Enron.
Lethargy. Last week, ten former directors of WorldCom settled an investor lawsuit for $54 million, including $18 million of their own personal funds. The charge, essentially, was that they were asleep at the switch. As their own executives were precipitating the largest bankruptcy filing in history, the directors were letting it pass unnoticed. Had the ethics alarm sounded, would they have roused themselves, gathered facts, and analyzed the issue? Who knows? It appears that no one even thought to construe what was happening as an ethical issue.
Ignorance. A more complicated blindness involves Cendant, in the news last week with the trial of two former executives, E. Kirk Shelton and Walter J. Forbes. Mr. Shelton, who was second in command at CUC International before its merger into Cendant, was found guilty in an accounting fraud that, when discovered in 1998, was the largest in U.S. history. But his CEO at the time, Mr. Forbes, was not convicted. The reason: Mr. Forbes argued that he didn’t know what was going on. He claimed he was “the outside voice of the company” and let others attend to details. Whether he knew or not was the crux of the legal issue resolved by the jury. Whether he ought to have known, by contrast, is resolved by an ethical principle enshrined in Harry Truman’s famous Oval Office motto, “The buck stops here.”
Hypocrisy. Meanwhile, as former Enron CEO Kenneth Lay prepares for his upcoming trial, we’re reminded of a third kind of blindness. In the fall of 2001, as Enron was swirling into the vortex that would destroy its stock price, Mr. Lay sold millions of dollars worth of his own shares. At the same time, he was urging employees to take advantage of “an incredible bargain” and buy Enron stock — without telling them that he’d just dumped massive amounts of it. Didn’t he see an ethical anomaly? “I don’t suppose I even thought about it,” he told the Houston Chronicle.
Of the three kinds of blindness, Mr. Lay’s is the most pernicious. While the WorldCom directors should have been more vigilant, it’s hard for boards to ferret out a deliberate executive conspiracy. And while CUC’s Mr. Forbes had ultimate responsibility for ethical rigor in his company, every CEO knows that good leadership requires delegation to those whom you trust — and who sometimes let you down.
Mr. Lay’s blindness is of another order. The world is flush with moral aphorisms on this kind of behavior, including the Golden Rule, Kant’s imperative to treat others as ends rather than as means, and the exhortation to “watch what I do, not what I say.” Such blindness, then, is little short of hypocritical.
Yet in an odd way it’s understandable. There’s a tunnel vision that can plague successful leaders. They pride themselves on focus. Trained to keep their eye on the ball, they ignore their peripheral vision. Failing to see what’s right beside them, they don’t connect ideas that scream for interrelationship — like selling stock while urging others to buy.
If creativity can be defined as looking at one thing and seeing another, the kindest indictment of Mr. Lay is that he was so uncreative that he never even looked — that, like the WorldCom directors, he was ethically asleep. A more damaging analysis suggests that never, even in hindsight, did he think caringly about his employees — because, like CUC’s Mr. Forbes, he was so focused on externalities. The most serious indictment, however, is that he saw dangers looming and cynically manipulated those who most trusted him.
Which was it? The courts will soon chew over that question. Whatever the answer, the point remains: A lack of awareness causes more ethical failings than muddled values and misplaced reasoning combined. Want to avoid career-ending ethical lapses? Start by honing your ethical awareness.
©2005 Institute for Global Ethics