Standing Up For What You Believe
It’s important for all employees, from top to bottom, to stand up for what they believe. It seems to me that’s an underlying principle for any code of ethical values. Employers say that’s what they want from employees but don’t always act like it. Employees will gladly do that until they realize it’s getting them in trouble or doing no good.
I’ve previously posted about what we can learn about discipline from the alleged torture used on members of Al Qaeda and other enemy combatants by the Central Intelligence Agency during the George W. Bush administration. Much of what has been written on this subject might lead one to believe that no one stood up for what he believed, even after the scare of 9/11 had subsided and the brutal treatment of prisoners seemed over the top. According to a recent article in the New York Times, that wasn’t the case.
As a matter of fact, no one was waterboarded after March of 2003, and other types of coercive interrogation completely ended in 2005. That’s not to say proponents of these techniques quit advocating for their use. It is to say those who began to question the techniques and insist that they be shelved, notably former Secretary of State Condoleezza Rice, were finally able to make their case or create enough doubt to stop them.
So, what many Americans regard as a dark cloud over our country’s ideals has a silver lining that’s worth noting in the employment arena. Encourage dissent. Listen to it. Allow employees to continue to raise questions after their dissent has been thoughtfully rejected. Be grateful when employees have the courage to stand up for what they believe in.
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About Chris Parker
Chris Parker's practice focuses on the representation and counseling of companies in matters pertaining to the workplace and the protection of their intellectual property and trade secrets. In addition to serving as an advocate for clients, Mr. Parker is also trained as a mediator and frequently serves as a third-party neutral.
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About Jimmy Daniel
Jimmy Daniel provides counseling to businesses of all sizes related to the employment relationship. He assists in the drafting of employment agreements, policies, and handbooks, as well as provides guidance related to compliance with federal, state, and local legislation such as the Fair Labor Standards Act and the Family and Medical Leave Act.
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About Larry Bridgesmith
While serving in an Of Counsel relationship with the firm, Mr. Bridgesmith also serves as the Executive Director at the Institute for Conflict Resolution at Lipscomb University and as an officer and principal in Strategic Resolutions Group, LLC. In these roles, Mr. Bridgesmith brings over 30 years of legal experience in dispute resolution and innovative workplace strategies to clients, students and business entities alike.
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The only difference is the waterboarding was met by a public outcry against the torture, causing officials to take notice.
Unfortunately, at least here, when the employees speak out about things that are unethical or seen as ‘wrong’ the leader doesn’t listen. There is no public outcry or fear of losing his (elected) position.
Recently, I wanted to speak to our leader about some things that are morale killers and was told by my boss to say nothing if I wanted to keep my job!
Good point about what may have caused some folks to decide they needed to stand up for the right thing, although I’d like to believe that a few people were troubled from the very beginning.
Unfortunately, the “if you want to keep your job” statement has been around a long time. I think it’s more prevalent in today’s economy. Ironically, standing up for what you believe is more important than usual in times like these, but the threat has more clout than ususal in times like these.
It shouldn’t be this hard.