by Joseph Grenny
Harvard Business Review
Originally published on January 8, 2014
Whistle-blowing reveals not just acute misdeeds, but chronic and longstanding patterns of misconduct. For example, Edward Snowden’s bombshell release of more than 200,000 documents revealed questionable government surveillance programs that existed for years. Miami Dolphins player Jonathan Martin withdrew from play, alleging more than a year of emotional abuse from teammate Richie Incognito. These high-profile cases are just a few examples of what happens in organizations large and small every day.
And yet, many leaders wrongly believe the path to consistent, proper conduct is special methods to reward whistle-blowing — offering incentives to truth-tellers who report major lapses. The SEC, for example, offers up to 30 percent of recovered funds as payment to those whose testimony aids in prosecution of corporate wrongdoing. One payment recently topped $14 million. Is a multimillion-dollar payday the key to corporate ethics?
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