https://leadershipfreak.wordpress.com/2016/11/30/when-silence-is-painful-not-golden/


By now you’ve probably heard the story of the fraudulent business practices at Wells Fargo – the bank that pressured employees to create false credit card and deposit accounts. Have you asked yourself what you would do if you were an employee facing that kind of pressure? In other words, how do you handle a situation in which the incentives seem to be telling you to do something you believe is bad for your customers and clients, or maybe even illegal? And what if it’s clear your boss wants you to get with the program – and your bonus, a promotion, or even your job are on the line?
It’s easy to think that these situations are black and white. Either you go along or suffer the consequences. But sometimes these situations are gray, which I write about in Managing in the Gray. My central guidance is this: When you face a really tough problem, work through it as a manager and resolve it as a human being. This approach can help you avoid stark choices between getting ahead and doing something you believe is wrong.
Here’s how that advice applies to dealing with a situation where you think you are potentially being incentivized to do the wrong thing:


Recently a manager, who I will call Robert, expressed his desire to know if he could do more to let the people in his department know how deeply he appreciated how hard they work and the quality of their work. He wondered if he could do more to let them know this. He also wondered, in general, how he came across as a leader.
Was he approachable?
Could he be doing more to keep morale high?
Were there things he was unknowingly doing that diminished his team’s motivation and dampened their spirits?
If you wonder about these sorts of things and how you come across as a leader, if you wonder what specifically you do that is helpful and what you do that is not so helpful, this article will help you begin the process of finding out.
In future articles, I’ll focus on how to broach harder areas of feedback in a way that makes it more likely you will get honest, actionable feedback. For now, though, let’s talk about how to get started.


This note sums up the underlying philosophy of management and leadership. The key however is to know, how to earn these things. That, according to me, is the #1 challenge of leadership today.

