The Optics of Ethics
As a proponent of ethical behavior, I understand that we are imperfect beings. No one does it right all the time, and yes, ethical people likely did some unethical things in their past that they are not proud of and cringe whenever they think of it. That “icky cringe feeling” is great motivation not to do it again, but also a reminder that we usually know when we are doing something wrong.
When we do something that makes us question our actions, you can bet that the people around you are seeing it too. And they are questioning your behavior without all the facts or the inside knowledge of what informed your decision to take those actions. But then there are people who just KNOW they are in the right and don’t care what others think.
There are situations where people think they are doing the right thing because it is “approved” or “legal” but then they are surprised or offended when others make accusations of wrongdoing, unethical behavior, or even worse, self-serving behavior. Legal isn’t always right, and approval does not absolve you from your sins.
We all know that perception is reality, and that’s why the Optics of Ethics are crucial to reach our goals and have those successful outcomes that we work so hard to achieve. Even if what you are doing is right and good and ethical, if it doesn’t look that way to the outside world, and more importantly, to the smaller circle of your teammates, board leadership, and member community, it doesn’t matter. If you fail to communicate clearly and transparently the motivations and intentions of your actions you have already lost no matter how ethical you believe yourself and your actions to be.
The Optics of Ethics are a necessity for Chief Staff Executives (CSEs) at nonprofits of all kinds, but I will make the argument it is even more vital in a membership association. Why? Because the CSE of a membership association does not just report to the Board – they are also accountable to the full membership. The Board represents the membership and acts on their behalf. That does not mean the membership doesn’t get a say in the workings of the organization. When members get angry or frustrated about something, then that says to me there is poor communication and poor relationship management.
If the members perceive the CSE as unethical, self-serving, and engaging in retaliation, it doesn’t matter if it’s not true. Why? Because the members believe it, which means the CSE has not done a good job building confidence and trust across the member community. At that point, it doesn’t matter if the CSE has the support of the Board because the Board needs the support of the membership. Directly addressing member concerns goes a long way to rebuilding trust and demonstrating a commitment to transparency.
How things look is sometimes more important than the reality of the situation. Successful CSEs will keep this in mind when taking actions that will be seen and judged by the world around them.
