The FIFA bribery scandal serves as a stark reminder that corruption is a fact of life. How you respond can color your reputation permanently. Failing to consider what is and isn't ethical can be a reputation spoiler.
The Portland Business Journal reported that one alleged kickback scheme in the FIFA scandal involved a footwear and apparel deal signed by Brazil's national soccer team in 1996. That was the same year Nike signed a major contract with Brazil, which solidified its status as a "major player in the global soccer market."
Nike issued a statement saying none of its employees were aware of or knowingly participated in any bribery or kickback schemes cited in indictments against FIFA officials. The company said it "strongly opposes any form of manipulation or bribery."
A former City of Portland employee is in jail after admitting he took money and free trips worth more than $200,000 to steer parking meter contracts to two businesses.
Corruption can occur when an official has decision-making power on a significant policy or lucrative contract. The corruption can be by the official with the leverage or a company or organization seeking to exploit that leverage.
Corruption is an addictive slippery slope. A small favor here, bending the rules a little there serves as an invitation to ask for bigger favors and more bent rules. It becomes harder to say no. Even if you try to say no, earlier transgressions become reverse leverage that forces you to descend deeper into corruption. It becomes easier to rationalize that a little grease is needed to make the wheel go round.
The stakes for how you respond to a "tempting offer" can be huge. Failure to gain a permit. Loss of a contract. Dissolution of a business relationship. Dismissal from a job. Corruption is serious business.
Whistleblowers risk a lot when they point out misbehavior or unmask cultures of corruption. Many whistleblowers are called snitches and shunned. Some lose their jobs and, incredibly, their reputations. You can understand why many people who see wrongdoing just turn and walk away.
However, there is no excuse for closing your ideas to potential corrosive practices. Taking stock of your own ethical standards and sharing those principles with your team members can erase gray areas or fuzziness in behavior. Letting employees know they won't be punished for behaving ethically, even if it means losing a contract or a policy debate, can have a powerful influence on morale and company culture.
Your assignment may be to manage an issue. But your overall objective should always be to manage your reputation.