How to Navigate Workplace Ethical Dilemmas

Last week, I shared my thoughts on the #NewYorkTimes article about HR, and I was struck by the overwhelming agreement, empathy, and comments from many of you. But all is not lost. As Hebba and others mentioned, we need to focus on the future—and it’s still bright! So, how do we tackle some of these challenges? Let’s talk about Lori from my post, who said HR's "main concern has always been keeping our own jobs." In HR and People Operations, we often find ourselves in tricky situations with much more complex truths behind the scenes. We’re tasked with balancing decisions we might not fully agree with while also being mindful of our own job security. So, what do you do when your values clash with what’s coming down from the top—like being asked to terminate someone who hasn’t been given a fair chance? First, start with open dialogue. When something feels off, it’s crucial to have an honest conversation with leadership, even escalating to the C-Suite if needed. Understanding the bigger picture can sometimes ease discomfort, but if a decision is final, focus on mitigating the impact and proactively sharing potential outcomes and consequences. For example, during layoffs, we can push for fair severance packages backed by data, provide resources like computers for job searches or resume support, and develop clear communication plans. I’ve built a "Separation FAQ" document that employees can keep and revisit as questions arise. It’s easy to forget things like how to log in for a W2 or roll over a 401k. These steps not only help us sleep better at night but also show that we’re truly supporting our teams. Documenting and reflecting on these situations is crucial. It’s not just about covering our bases; it’s about learning and preparing for future challenges. And when push comes to shove, we need to know when to stand our ground. If something crosses an ethical line, it’s essential to speak up—even if it means considering a move to a place where our values are better aligned. Sometimes, it’s better to walk away with your head held high. (Easier said than done, of course—but HR exists for HR teams, too, so take advantage of protections available through the NLRB and EEOC.) At the end of the day, HR isn’t just about following orders or keeping our jobs—sorry, Lori. It’s about finding that balance between doing what’s right and supporting our organizations. By sticking to our values and advocating for ethical practices, we can redefine HR and keep making a positive impact—cheeky comments and all. What have some of you tried when faced with these difficult situations? 🤔

Handling conflicts of interest and ethical dilemmas in my role as a broker is a critical part of what I do, and I approach it with confidence and a clear sense of responsibility. Here's how I tackle these situations: 1. Transparency is Key: I firmly believe that transparency is the best policy. Whenever a potential conflict of interest arises, I address it head-on, openly discussing it with all parties involved. Transparency builds trust and ensures everyone is on the same page. 2. Stay Informed: To make informed decisions, I stay up-to-date with the latest industry regulations and ethical standards. Being well-informed allows me to navigate complex situations confidently and ethically. 3. Seek Guidance: If a dilemma seems particularly challenging, I'm not afraid to seek advice from colleagues, mentors, or industry experts. A fresh perspective can shed light on the best course of action. 4. Prioritize Client Interests: My clients always come first. When making decisions, I consider what is in their best interest above all else. It's essential to remain loyal to my clients and act in their favor. 5. Maintain Independence: I maintain my independence and objectivity in every transaction. While partnerships and relationships are essential in this business, I ensure that they never compromise my ability to represent my clients effectively. 6. Document Everything: Clear documentation is vital to show that ethical standards have been maintained. I keep records of all transactions and communications, which can be invaluable in case of disputes or ethical challenges. 7. Continual Self-Reflection: I constantly reflect on my actions and decisions to identify areas for improvement. Ethical dilemmas can be valuable learning experiences that help me grow as a professional. In the dynamic world of real estate, conflicts of interest and ethical dilemmas are bound to arise. However, I tackle them with confidence, guided by a commitment to ethical conduct and the best interests of my clients. How about you? How do you handle these challenges in your profession? Let's share ideas and learn together!

The Dark Ethics of Change: When Motivation Becomes Manipulation I recently heard about a financial transformation where leadership deliberately withheld information about workforce impacts until after key milestones were achieved. Their rationale? "We needed to maintain momentum." This got me thinking about the ethical boundaries we navigate as change practitioners. 🩷 The Ethical Tension at the Heart of Change Every transformation lives in the space between two realities: - We genuinely believe the change will benefit the organization long-term - We know there will be disruption, discomfort, and potential downsides for some How we navigate this tension defines the ethical character of our change practice. 🎭 When Influence Becomes Manipulation There's a spectrum of change tactics, from transparent influence to outright manipulation: Transparent Influence: - Full disclosure of known impacts - Clear articulation of both benefits and costs - Genuine invitation for input that can alter approach The Grey Zone: - Selective information sharing ("need to know" basis) - Strategic messaging that emphasizes positives - Creating artificial urgency - Using social proof to drive compliance Potential Manipulation: - Deliberately concealing negative impacts - Exaggerating consequences of not changing - Leveraging fear or employment insecurity - Dismissing legitimate concerns as "resistance" 🤫 The Power Imbalance We Don't Discuss As change leaders, we hold significant information asymmetry – we know more about the change than those impacted. This creates an ethical responsibility often overlooked in OCM methodologies. Change management isn't just about achieving outcomes; it's about how we achieve them. ❓ Questions Every Change Leader Should Ask Before your next transformation message or intervention, consider: 1. Would I be comfortable if our full change strategy was transparent to all? 2. Am I withholding information that would impact informed decision-making? 3. Does my messaging respect the agency and dignity of those affected? 4. Would I consider these tactics fair if applied to me or my family? 📋 Beyond Compliance to Ethical Change The most respected organizations are moving beyond "get it done at all costs" to change approaches that honor transparency, even when difficult: - Co-creating change approaches with those most affected - Establishing ethical boundaries in change plans - Creating psychological safety for surfacing genuine concerns - Measuring not just adoption but also the human impact The most successful technology transformations I've experienced began with leadership publicly acknowledging: "We don't have all the answers, and some of what we try won't work." Where does your change practice fall on the ethics spectrum? Have you witnessed tactics that crossed the line from influence to manipulation? #ChangeManagement #OrganizationalEthics #LeadershipEthics #ChangeLeadership #Transformation

The Toughest Ethical Decision I Ever Faced as a Non-Profit CFO Every CFO, especially in the non-profit sector, encounters moments that test their ethics and resolve. For me, one such moment stands out—a decision that wasn’t just about numbers, but about integrity and mission. The organization I was working with had received a significant restricted grant for a high-profile program. But as the fiscal year unfolded, we faced unexpected financial challenges in our general operations. Leadership suggested temporarily "borrowing" from the restricted funds to cover operational expenses, with the intent to replenish them later. It was tempting—the immediate need was urgent, and the program’s launch was still months away. But the ethical red flags were impossible to ignore. Restricted funds come with strings attached—clear donor intent and legal obligations. Using them otherwise, even temporarily, could erode trust with our donors, risk audit findings, and harm our reputation. I stood firm, explaining the financial, legal, and ethical implications to the leadership team and Board. Together, we explored alternative solutions, like renegotiating vendor contracts and accelerating unrestricted fundraising efforts. It wasn’t easy, but we avoided crossing a line that could have long-term consequences for our mission. As non-profit CFOs, we’re stewards of our organizations’ financial health and integrity. Every decision we make reflects on our values and our commitment to transparency and accountability. Have you ever faced a similar ethical dilemma in your career? I’d love to hear how you navigated it—let’s share and learn from each other’s experiences. 💡 #NonProfitCFO #NonProfitFinance #NonProfits #NonProfitLeadership