Doing the right thing costs. If it didn’t we wouldn’t be calling it such. We’d just be saying “doing the thing”. We add the distinction because we are looking for a justification. We are presenting an action as problematic. We are identifying that it ought to be done but we are also preparing reasons why we may not do it.
Those reasons are always personal.
- It’s too costly
- It’s not my job to do it
- It requires too much effort
- The rewards to me are ambiguous at best
Companies as well as people are incredibly adept at weighing short-term loss/gains and coming up with a compromise they feel is perfectly acceptable under the circumstances.
The list of long-term effects this kind of acting has delivered is telling:
- Global warming
- Local environmental meltdowns
- The near meltdown of the global financial system
- The perception that politics as a whole is a rigged game that changes nothing
And, beneath it all a deep erosion of public trust.
Doing the right thing should always be the only thing to do because eventually everyone runs out of room to run. The accumulation of errors simply catches up.
The world is changing. Not overnight and not all at once, but it is changing nevertheless. In my talks to corporate groups, CEOs, VPs and industry leaders I gleam insights of how this change is happening. What evidence exists. Why some things happen and not others and how we can best take advantage of it all to do better. In Observations I catalogue it all. Brief, to the point and open to discussion.