May 8, 2002
The Credibility Crisis |
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Something is just not right when you are surrounded
by one example after another of a breach of trust, broken ethics
or a sleazy deal. It seems to be happening everywhere, including
of all places, the Catholic Church. Which at this moment in time
seems to be at the top of the list of offenders. Its situation is
particularly distasteful for many because of the high expectations
people have of the clergy to be role models of a greater good.
But the Church is not alone. For several months
all of us have been bombarded by the trust and credibility violations
that have recently occurred in business institutions as well. Although
the news is waning about Enron, Andersen, Global Crossing and the
few other well-publicized culprits, there are similar examples popping
up all too frequently.
As we have followed this Credibility Crisis,
we have read about a number of blue chip companies facing charges
of "questionable" accounting practices to sweeten the
look of their earnings, or reputable brokerage houses who have allegedly
been recommending dubious stocks to customers. We have even seen
small business owners breaking promises and commitments, leaving
their betrayed employees, bankers, customers and suppliers paying
a heavy price.
Pause for just a minute and think about this.
Do you believe the events that happened at Enron and others of that
magnitude are symptoms of a systemic problem? That is, do you believe
that across the business landscape, lower standards and deceitful
business practices are now the new, accepted means of conducting
business? Or are they more likely the results of a few bad players?
What do you think?
Although there continues to be plenty of examples
of poor behavior, we have not found any evidence that indicates
it is systemic. Rather, it does appear to be attributed more to
a few people doing some very bad things. And although some of these
violators may actually be rotten to the core, our presumption is
most of them are not. They are likely good people, who for varying
reasons did not follow the guidance of their normally reliable compasses.
In light of all this, we have a couple of questions
that we encourage you, as leaders, to address. Think about them
yourself and discuss them with others in your organization. You
will find they will stimulate some very interesting and valuable
dialogue during these times of suspicion and mistrust.
- What are the pressures occurring in your organization
that could cause some of your good people to start looking the
other way, ignoring your own internal standards of conduct or
worse yet, consciously breaking the law?
- How would you respond if your CEO or immediate
boss were to ask, "Where are we most vulnerable to a severe
erosion of credibility?"
Let us leave you with a very important, final
thought that will benefit you as you go forward. When you are confronted
with issues that seem to pit profitability against credibility,
you are better off choosing credibility. Although it can be financially
painful for a time, a loss in profit is usually easier to recover
from than a comparable loss in credibility. Enron, Andersen and
Global Crossings have literally gone from billions to bust in less
than a year. Should they ever make it out of bankruptcy or re-structuring,
their image and market value will be tainted for a long, long time.
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