Increase Your Influence at Work

CHAPTER 6

THE ETHICS OF INFLUENCE

O

ur opening chapter defined influence as ‘‘a means of getting

what we want without command or compulsion.’’ As you’ve

probably already concluded, this definition is broad enough

to include a range of goals and methods, from unselfish and noble

to manipulative and downright evil. For example, one person may

use her influence to gain support for a program of change from

which all will benefit, but another, fearing that a change in the

status quo would undermine her position and privileges, may use

her influence to block much-needed reform. In yet another case, a

CEO may try to influence his board through the selective use of

facts. He tells himself:

I’ve explained all the benefits of my intended strategy to the

board, but I’ve understated the downside risks. The

company must change its strategy to stay competitive, but

board members would never buy into my plans if they knew

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84 Increase Your Influence at Work

the risks. Keeping the company alive and well is my respon-

sibility, so I’ll hedge the truth.

Each of these examples of influence has an ethical component.

Ethics is a term derived from the Greek word ethos, meaning

‘‘character’’ or ‘‘custom.’’ It refers to a body of rules of conduct

deemed acceptable by the larger community. Ethical behavior is

that deemed ‘‘good’’ and ‘‘right’’ by the body of rules. In the work-

place, ethical behavior includes:

? Being honest

? Showing respect for others

? Taking responsibility for one’s actions

? Dealing fairly with fellow employees and other stakeholders

? Acknowledging the contributions of others

? Putting the legitimate goals of the organization first

? Showing compassion for those experiencing loss or misfortune

Workplace rules of acceptable and unacceptable behavior extend

to the application of influence.

How do we know when our efforts to influence have crossed

the line of ethical behavior? One way is to examine their ends and

means. To be ethical, both the ends and the means of influence

must satisfy standards of ethical behavior. Let’s consider each.

ENDS

The first test of the ethical applicat ion of influence is to examine the

intended end, or goal. History provides countless examples of peo-

ple pursuing ethical and unethical goals. On the one hand, we have

U.S. Pres ide nt Woodrow Wilson, who wore himsel f out trying to per-

suade the American public and Congress to support the esta bli sh-

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The Ethi cs of Influe nce 85

ment of a League of Nations, which he saw as a bulwark against a

repeat of the horrors of World War I. On the other hand, we have

Publius Claudius Pulcher, a disreputable and ambitious politico of

the first century BCE, who sought to influence the Roman public to

favor him and his sponsor, Julius Caesar. Claudius achieved his end

by applying the principle of reciprocity to the Roman mass es— in this

case by distribut ing free grain at state expense. His goal was far from

noble: Give Julius Caesar the public support he needed to usurp

total power and dismantle the Roman Republic.

Consider the following characteristics of ethical and unethical

workplace goals:

....................................

ETHICAL GOALS (MUTUAL UNETHICAL GOALS (PURE

BENEFIT) SELF-INTERE ST)

? Help the company achieve ? Do whatever is necessary

its legitimate goals. to achieve one’s personal

goals, regardless of the

impact on others and the

organization.

? Persuade customers to ? Persuade customers to

purchase products or purchase products and

services that deliver what services, even those

they promise. known to be dangerous,

defective, or unsuitable.

? Influence coworkers to ? Influence coworkers to

pursue actions or adopt pursue actions or adopt

attitudes that will make attitudes that will damage

them successful. their interests but advance

one’s own.

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