The college football world was rocked at the beginning of a recent season by the possibility that its shining star, Johnny "Football" Manziel, last year’s freshman Heisman Trophy winner, might have to sit out the season because he violated NCAA guidelines by selling his autograph. Luckily for everyone, the issue went away — at least for now.
Although one can debate whether college athletes should be able to sell their autographs, the rules currently prohibit them from doing so. Mr. Manziel likely knew this, but it appears he went for it anyway, and in the process he came across as both arrogant and somehow above it all.
What Mr. Manziel did not consider was the probable effect of his actions on the involved stakeholders: his team, school, the conference, television networks, fans, family, and others. Unfortunately, I’ve seen the same thing happen in the workplace all too often.
Whether you call it hubris, stealth, harassment, or some other name, these “bad actors” seldom consider the impact of their misconduct on stakeholders — coworkers, managers, the company’s bottom line, and their own family members — and they can be some of your top performers, too.
In today’s high-tech world, nobody can hide from scrutiny. The idea of getting away with something is rapidly fading; one stupid statement, a thoughtless social media post, or a single questionable act can ruin a career or brand in an instant. There will always be executives and employees who try to skirt the rules, so you must be clear about what you stand for and how firmly you will enforce your standards, no matter who the culprit might be.
Recommended steps
- Hire for character, not just for skills.
- Find out about any questionable acts in peoples’ pasts.
- Put candidates and employees through ethical scenarios and see how they respond.
- Monitor their conduct where practical and appropriate.
- Don’t unnecessarily tempt people with avoidable situations.
- Never trust blindly — keep checks and balances in place.
- Engage in swift damage control when issues arise.
Taken together, these steps help identify and limit the risk posed by individuals who might harm your organization or its reputation. Combine careful hiring, ongoing training, proportionate monitoring, and consistent enforcement to protect stakeholders and the brand.
Frequently Asked Questions
How can employers screen for past problematic behavior?
Use reference checks, behavioral interviews, and permissible background checks while following applicable laws and company policies.
Is it acceptable to monitor employee conduct?
Monitoring can be appropriate when it is proportionate, transparent, consistently applied, and compliant with privacy and employment regulations.
What should I do if a high performer breaks the rules?
Address the conduct promptly, apply policies fairly, and take corrective action to protect stakeholders and deter future issues.
How can companies reduce the risk of misconduct?
Hire for character, provide clear ethics training, maintain checks and balances, and respond swiftly to concerns.