Are You Creating a Workforce of Cheaters?

As more details on the Atlanta school cheating scandal surface, this much is clear: Leadership failed.

There are some who will point to a broken education system that they believe unreasonably punishes non-performing schools and teachers. There are others who will isolate blame to the dozens of teachers and principals who have admitted to wrongdoing.

But I won’t buy any argument that doesn’t acknowledge the responsibility of Superintendent Beverly Hall.  Whether she was deviously and directly involved, complicit or merely clueless, she led the way in creating an environment where fear, dishonesty and secrecy prevailed. 

I don’t know a single leader who intends to set that kind of tone. Yet there are plenty who inadvertently do. 

They and their organizations suffer the consequences.  Research by Corporate Executive Board found that nearly half of executive teams fail to receive timely, negative news that is material to company performance because employees are afraid of being the bearer of bad news.  

The intentional leader seeks out the bad news along with the good.  She gives voice to the truth. She regularly reflects on how she will sustain a climate that breeds openness, trust and honor.  She asks herself:

Have I set ambitious--but achievable--goals for my team that are focused on the right things?

Am I rewarding employees solely for outcomes?  Or am I also recognizing people for progress and productive, ethical behaviors?

What am I doing to cultivate and model open and honest information-sharing?

Am I providing employees constructive, truthful feedback?  Do I seek out, acknowledge and use feedback from them?

When I make a mistake or fail to follow through on a commitment, do I readily admit it?  Do I make good?

Your words and actions carry immense weight in establishing atmosphere and expectations.  The key is to embrace your power--and your responsibility--as the leader.