Most of us consider ourselves good people. We want to follow ethical norms and hope that in important moments of life, we will rise to the occasion and handle challenges in the best possible way. However, when it comes to building an ethical career, good intentions are not enough. Years of research have revealed social and psychological processes and attitudes that can alter people’s moral judgments and lead to changes in their values. Also, quite often, these processes lead to distorted rationalizations of one’s actions and decisions. So, how can we gain confidence that every day, year after year, we are doing everything right in our professional life?
Develop Moral Self-Criticism
The first step requires changing our mindset to what we call moral self-criticism. That is, we need to recognize that we all are “sinful” when no one is watching. Moral self-criticism helps people acknowledge that there are certain temptations, reasons, and situations that can force even the best of us to behave wrongly or unethically. Additionally, this way of thinking pushes us to perceive ethics not only as an effort to avoid bad deeds but also as an attempt to always behave ethically and correctly. And thanks to such self-criticism, we see that developing such character traits is a lifelong process of self-improvement. Research on examples of moral and ethical behavior in the workplace, conducted by American scientists, led them to conclude:
A person who wants to build an ethical career must go through the following stages:
- prepare in advance for moral and ethical challenges;
- make the right decisions at crucial moments;
- analyze their successes and learn from their mistakes.
Prepare for Ethical Challenges
Preparation for ethical challenges is important because people always know well what they should do when thinking about their future but focus on what they want to do in the present.
Anna Tenbrunsel and her colleagues from the University of Notre Dame (USA) define the tendency to overestimate one’s virtue in the future as an element of the concept of “Ethical Mirage.”
Overcoming such biased attitudes begins with understanding one’s strengths and weaknesses. What are your values? In what situations might you compromise them? In his book “The Road to Character,” David Brooks distinguishes between resume virtues (professional skills, experience, and any achievements you can list in your resume) and eulogy virtues (virtues for which people will remember you after your death, for example, being a faithful friend, a kind and hardworking person).
And while these two categories can complement each other, resume virtues often relate to what you’ve done, while the eulogy gives an understanding of what kind of person you are and what you’ve done for others — that is, describes your character. So, ask yourself: what eulogy virtues do you want to develop?
Thus, by viewing your professional path as a way to contribute to a cause, not just as a way to achieve a certain goal, you can completely change your perspective on career.
Peter Drucker: “What do you want to be remembered for?”, “What contribution do you want to make?”
Set Ethical Goals
Goal-setting can also become the foundation for ethical behavior. People constantly set goals in their professional sphere and private life, but almost none of them use a similar approach to ethics. Benjamin Franklin once wrote in his autobiography that he tried to develop 13 traits that he identified as most important for a worthy life, including diligence, justice, and modesty. He even created a table where he marked his daily achievements.
We certainly don’t encourage you to keep such scrupulous documentation, but we suggest sitting down and writing down what virtues and good deeds you want to be remembered for; which of them need to be and can be developed in yourself. Thus, Clayton Christensen from Harvard Business School in his article “How Will You Measure Your Life?” said that after defeating cancer, the only important measure in life for him is “the individual people whose lives I’ve touched.”
Even clearly established goals are just good intentions. They must be supported by such personal guarantees as habits and characteristic behaviors that together reveal the most positive qualities of a person. For example, research has shown that adequate sleep, prayer (for the religious), and mindfulness can help workers develop and enhance self-control and cope with ethical challenges at work.
Preparing for Dilemmas: When “X” Happens, I’ll Do “Y”
Psychologist Peter Gollwitzer calls the planning methodology in the format: “if…, then” the “Implementation of Intentions.”
Dozens of studies have shown that such practice can be effective for changing behavior, especially when this plan is vocalized. Such plans can be simple but must be clear and detailed to tie the situational signal (trigger) to the desired behavior. For example: If I am offered a bribe, then I will turn to lawyers and official company documents for help. If I witness sexual harassment or racial discrimination, then I will immediately stand up for the victim.
By creating “if…, then” plans based on your character strengths and weaknesses, considering your value orientations and possible circumstances, you will be able to better control yourself, your emotions, and actions. Additionally, these plans will protect you from inaction when action is necessary. But such planning is a preparatory stage, so prepare for challenges and create “if…, then” plans in advance.
A mentor is another lever of influence that will help you avoid unethical behavior and make the right choice when you face a moral dilemma. So, when you establish professional contacts and expand your business network, look not only for those consultants who will help you quickly climb the career ladder but also those who can support you in situations when you have to face a moral-ethical problem.
Establish connections with people both inside and outside the company; look for those who share your values, those whom you can turn to for advice on moral and ethical issues. Creating a support group, and having a mentor whom you fully trust, will have extremely positive consequences for your career overall.
Environment Influences Us More Than We Think
It is very important to choose a company that will provide an opportunity, or better yet, encourage employees to adhere to moral and ethical norms. Not surprisingly, employees who know that their needs and values align with the needs and values of the organization they work for are more satisfied and motivated than those who don’t “fit” into the company. Moreover, they work better. Obviously, many factors influence our choice of work, but candidates often overestimate the importance of monetary compensation.
Underestimating the moral and ethical side of work in a particular company leads to “ethical” stress. Some studies have shown that “ethical” stress is a prerequisite for employee burnout, increased job dissatisfaction, decreased motivation, and increased staff turnover. Research has also found that certain elements of the work environment can increase or decrease self-control regardless of cultural norms.
Thus, high variability in the workplace, excessive mental loads, prolonged overtime work, and constantly elevated requirements all correlate with an increase in unethical behavior of employees. That is why we strongly recommend that everyone looking for a new job thoroughly study potential employers and relevant fields of activity to be prepared for possible moral and ethical compromises.
Right Decisions at Responsible Moments
People sometimes tend not to see the consequences of their decisions or try to find bizarre ways to explain their unethical behavior. For example, when having to choose between loyalty to colleagues and loyalty to clients, or when the proposed solution carries both positive and negative aspects. Consider that the human mind is very inventive when it needs to justify morally ambiguous acts that might bring some benefit. We say, for example, “Everyone does it,” “I’m just following orders,” “I’m not robbing a bank.”
Three tests that will help you avoid false rationalizations of your actions:
- Publicity Test: “Would you feel calm and confident if your choice and its explanation were published on the front page of a popular publication?”
- Generalization Test: Would you feel comfortable if your case and your decision became the norm and example for everyone who found themselves in a similar situation?
- Mirror Test: Do you like the person you see in the mirror after they made their choice and decision? Do you want to be such a person?
If the answer to any of these tests is “no,” think carefully before making a decision.
People behave unethically more often under strict time constraints.
Don’t make important decisions on the go. Try to take time for reflection, and this will help see the decision in perspective. The saying “morning is wiser than evening” often helps find a better solution, and the ability to postpone its adoption can give you time to consult with your mentor. If there is no mentor, try a combination of the publicity test and the mirror test.
Trying to follow moral and ethical norms at work is often associated with complicated situations with colleagues and management, which can become quite a difficult trial. For example, Milgram’s experiments demonstrate how excessive pressure from management affects sensitive people.
So how to avoid social pressure and not give in to provocations?
The authors of The Business Ethics Field Guide suggest asking yourself several questions in such situations, namely:
- Do they have the right to demand this from me?
- Would other employees feel the same way as I do in this situation?
- What goal are people pursuing who demand such acts from me?
- Can such a result be achieved in another way?
- Can I refuse to execute such orders in a way that preserves reputation?
In general, be careful with rationalizations like “everyone does it” or “it’s the boss’s order.” Take responsibility for your actions yourself.
It’s also important to remember that moral and ethical problems that people face at work have already been overcome by others. As a result, companies often develop norms, protocols, and declarations of values. If you hesitate about the moral and ethical side of some issue or act, refer to your company’s official documents. If you can’t find an answer in these documents, turn to your mentor. And if you encounter a situation that you consider unethical but fear reprisals from management, contact the ombudsman or the ethics violation hotline in your company.
Analyze and Learn
You’ll be surprised, but the biggest leap in personal development comes when decisions are made and actions are taken. Ethical people aren’t perfect, but in case of a mistake, they analyze their actions and their consequences to avoid making mistakes in the future. In fact, a large number of studies in psychology, computer science, education, and patronage have proved that situation analysis is an important first step on the path of learning from one’s own experience.
Analysis of successes and mistakes helps people not only avoid violating norms and rules of behavior but also protects us from “segmentation” of our identity, when we separate the moral and ethical norms we profess in personal life from those we follow in the professional sphere.
Amy Wrzesniewski from Yale University offers an interesting approach called “job crafting,” that is, shaping your professional experience through adjusting your tasks, work relationships, and even your attitude to work, so that the work itself becomes more meaningful and allows you to fully realize your potential. For example, in their first research on the above approach, Wrzesniewski and colleagues found that hospital orderlies perceived their work in such a way that they considered themselves doctors without diplomas rather than cleaners. They didn’t just clean rooms; they helped create a calm and recovery-friendly atmosphere.
One employee used her smile and humor to help cancer patients calm down and feel more comfortable. She tried to regularly communicate with them, believing that such communication would be a bright flash among the dark times of chemotherapy procedures.
It may seem to us that it’s not so difficult to follow moral and ethical norms in professional activities. As our parents told us: just do everything right. But reality shows that it can be very difficult for us to stay in the moral-ethical field at all times. So, build your ethical career by developing moral self-criticism, prepare for possible difficult situations, stay balanced in difficult moments, and analyze your actions and decisions from the position of ethics and morality.
The following philosophical ideas will help develop moral self-criticism:
- Deontology (the study of moral duty): “Will the chosen course of action lead to a violation of the principle of honesty and respect for others?”
- Utilitarian approach (Bentham considered utility the basis of morality): “What consequences are possible for all parties to the process and for those who will be affected directly or indirectly?”
- Aristotle’s teaching on virtue ethics: “What decisions and behavior will best reflect a virtuous person?”
Conclusion
Building an ethical career is a complex journey that requires continuous self-reflection, preparation, and conscious decision-making. Success in this endeavor demands not just good intentions, but a systematic approach to developing moral self-awareness, creating support systems, and maintaining ethical standards even in challenging situations.
By combining philosophical frameworks with practical strategies like implementation intentions and job crafting, professionals can create meaningful careers that align with their values while making positive contributions to their organizations and society at large.
References
- Brooks, D. (2015). The Road to Character. Random House.
- Christensen, C. M. (2010). How Will You Measure Your Life? Harvard Business Review.
- Gollwitzer, P. M. (1999). Implementation intentions: Strong effects of simple plans. American Psychologist, 54(7), 493-503.
- Tenbrunsel, A. E., & Messick, D. M. (2004). Ethical Fading: The Role of Self-Deception in Unethical Behavior. Social Justice Research, 17(2), 223-236.
- Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review, 26(2), 179-201.
- Franklin, B. (1791). The Autobiography of Benjamin Franklin. Library of America.
- Drucker, P. F. (1999). Managing Oneself. Harvard Business Review.
- Johnson, K., & Cureton, A. (2019). The Business Ethics Field Guide. Merit Leadership.
- Milgram, S. (1963). Behavioral Study of Obedience. The Journal of Abnormal and Social Psychology, 67(4), 371-378.