4 min read

The Right Thing

Feb 24, 2017 6:30:00 AM

“You earn your reputation by the things you do every day.” – Wendy’s founder Dave Thomas

Gallup Honesty&Ethics Professions 12.2016.pngA December 2016 Gallup poll asked respondents to rate the honesty and ethical standards of people in different fields. Insurance salespeople came in 20 out of 22, beating out car salespeople and members of Congress. No wonder prospective clients sometimes entertain a meeting with us under the guise of “just trying to keep my current agent honest.”

While the perception of the insurance industry may be near the bottom, it’s not like other sectors are getting glowing reviews. I decided to pose a few questions about “doing the right thing” on LinkedIn in a simple post and got thousands of views. This is clearly an issue that spans industries and professions.

Is it possible people just don’t know what the right thing is? Readers replied with comments like these:

  • Honest, good, and legal.
  • Doing what’s best for everyone involved.
  • Serving without regard for personal gain.
  • Even when no one is looking.
  • Requires abandoning your own self interests.
  • How you act in front of your mother.

I think we generally know what is right. It might be hard to describe at any given moment, yet when we’re faced with a challenging situation, intuition often voices the best path. Even when it’s not obvious, by talking with colleagues, mentors, or friends, we can more clearly see it. Yes, I tend to believe, that more often than not, we know what the right thing is.

So why is doing the right thing so difficult? One comment in particular on my post nailed it: It’s easy to do the right thing when its aligned with your personal agenda or desired outcome. The challenge arises when doing the ‘right thing’ serves you less or not at all.

Ah, yes. There it is. Actually doing the right thing usually comes down to…you. That’s because:

  • The Right Thing - FB.jpgIt might cost you more money.
  • You might lose face.
  • It might take you longer.
  • You might be embarrassed.
  • It requires a difficult conversation.
  • You could be exposed.
  • Someone else might win.
  • You aren’t proud of what you’ve done.

Doing the right thing takes courage. It can make you feel vulnerable. It’s sometimes scary and often painful. Yet the pain is usually only short term in duration. In the long run, doing the right thing is almost always, ironically, the easiest thing.

So what can leaders do to help the organization both know – and do – the right thing? Eric McNulty, a Harvard-affiliated writer and educator addressed this in a 2013 HBR article. He wrote that the most critical job of leaders is:

To establish clarity about purpose, values, and the business model. Purpose is about articulating what it is you are trying to build. Values define how you will pursue that purpose. The business model spells out how the organization will remain financially viable, delivering sufficient short-term returns to investors while establishing a platform for long-term success. Clarity about all three — purpose, values, and the business model — is essential for every organization if its leaders and followers alike are to know what is the right thing to do.

What’s The Risk?

The risk comes when we give in to opportunities for shortcuts and quick gains. These are tempting due to the incredible pressure we face to win, grow, and succeed.

Yet what type of lasting value comes from achievement secured the wrong way? As Dr. Martin Luther King said in a commencement speech at Oberlin College in 1965, “The time is always right to do what is right.”

As a leader, the common framework you create through an oft-communicated organizational purpose, lived and rewarded core values, and a transparent business model will give your team the clarity they need to know and do the right thing. Every day.

Topics: Executive
Tim Leman

Written by Tim Leman

Tim is Chairman and CEO at Gibson. He joined Gibson in 2005 as the Director of the Employee Benefits Practice and became a principal in 2007. He was named President in 2009, CEO in 2011, and elected Chairman of the Board in 2014.

With Tim’s leadership, Gibson has been selected as a Best Places to Work in Indiana, named to Principal’s 10 Best list for employee financial security, maintained its status as a Reagan & Associates Best Practices Agency, recognized as one of 20 Indiana Companies To Watch, and named to the Inc. 5000 list. Read Tim's Full Bio