Anonymous wrote:Would anyone like to share an instance of when they pushed back on pressure to do something unethical?
I'm a fed. Not even a supervisor, but have a significant amount of respect and leadership in my role.
A (acting, I should say) supervisor is now in the process of pressuring me to do something unethical.
(This is not the example, but a similar situation would be requesting reimbursement for something like reserving a restaurant or conference space for an event in our government travel system, which is clearly prohibited.)

My supervisor supports me and is trying to find appropriate ways to address this person's behavior (like a discussion with that person's supervisor on appropriate communications), and is prepared to explain to leadership that if they push for this thing, we advise that the solicitor's office weigh in.

I'm hoping that it's cleared up and dropped soon, but it weighs on me because it's hampered my ability to do my job.

I am also frustrated that people in leadership positions seem to enable this person's behavior.

I think I have been a bit insulated from things like this- generally I have an amazing experience and wonderful working relationships with my colleagues and leadership. So this is a rare event and I may be taking it more personally than necessary.

Can you share an example of a time when you were pressured to do something unethical? What did you do?

Thank you!

Anonymous wrote:My former boss filed a false insurance claim and let a client believe they are still an active member of the bar, when in fact they are inactive. I quit.

Anonymous wrote:I have repeatedly been successful in involving the legal department/GC. Doesn't have to be a big formal referral. Simply call or email your POC in that office to "run it by them before proceeding"

Either they tell you it is fine, in which place you are good. They tell you absolutely not, in which case you are good. OR they kinda slow roll, take a long time to respond, in which case the ball is in their court and you are good.

Anonymous wrote:

Anonymous wrote:You should always disobey an unethical or immoral order. “My supervisor made me do it” is not a valid defense. Stick to your guns.

it 100% absolutely is, so long as you have documented first.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Not as a fed, but was asked to help a contractor underbid another contractor (tell them what the other guys bid). I refused, even though I was told it was standard operating procedure. Leadership backed down, and allowed the process to go on as planned.
Their friend lost the bid fair and square. Had they not backed down, I was willing to quit

I used to sell consulting and quite often people wanted to hire my firm as we were really good. It it was competitive bidding I tell them tell me lowest and if I can will beat it if not I will not bid.

It was win win they got who they wanted at a lower price and I did not waste their time and my time bidding on something my bid was too high.

What is problem?

That's not how government contracts work. It's unethical and illegal. If you don't see a problem then I want nothing to do with you or your firm.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I don't understand how someone else can be pressuring you to do something that is prohibited, your supervisor agrees it is prohibited, and this is still hanging out there.

Is your supervisor weak? Or does the other person's supervisor say: We do this all the time and it's never been a problem. As in: sure it's against the rules, but everyone turns a blind eye to it?

OP here - thanks! Your questions articulate my frustration. Some complications include the fact that while I should be the person determining what policy applies, this person goes above me and pressures not only me but office directors and leadership. I told my supervisor that these interactions also make me lower impressions of our leadership - if they condone this sort of behavior and allow these sort of requests to continue, I put less trust in them.

One of our issues is that we have someone in leadership who does not like to make hard decisions. Our office director brought the request up to leadership and they responded something along the lines of "I sympathize with the request." Meaning, they aren't pushing back. So it's now back to my supervisor and me to push back and say that if we proceed, we need to involve SOL, because obviously no one is listening to us.

I think my supervisor is doing everything they can -- I think the problems may be more at the director and leadership levels.

And, this is not the first time something like this has happened with this very same person. I acted with so much grace last time - even suggesting this person maybe feels insecure in their acting role, so why don't we try to build them up and nominate them for an award for the good things they've been doing! (Dumb me!!!!)

Obviously the honey approach doesn't work in this situation!

Does this boil down to: leadership above you and your supervisor are OK with a course of action, as are other people involved. You are your supervisor object?

If that is the case, there is no reason for you to be involved. Stand down unless/until your supervisor tells you to do something. If he/she does, document and do it.

This is bad advice for a fed, maybe works in the private sector but in fed if they go forward with their plan and op does not alert the compliance auditor she will be derelict since she was made aware. It’s not sufficient that she advised against it. She has to report it. Op I would make it clear you would be mandated to report it and im sorry because it sounds like they will find a way to get rid of you.

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:I don't understand how someone else can be pressuring you to do something that is prohibited, your supervisor agrees it is prohibited, and this is still hanging out there.

Is your supervisor weak? Or does the other person's supervisor say: We do this all the time and it's never been a problem. As in: sure it's against the rules, but everyone turns a blind eye to it?

OP here - thanks! Your questions articulate my frustration. Some complications include the fact that while I should be the person determining what policy applies, this person goes above me and pressures not only me but office directors and leadership. I told my supervisor that these interactions also make me lower impressions of our leadership - if they condone this sort of behavior and allow these sort of requests to continue, I put less trust in them.

One of our issues is that we have someone in leadership who does not like to make hard decisions. Our office director brought the request up to leadership and they responded something along the lines of "I sympathize with the request." Meaning, they aren't pushing back. So it's now back to my supervisor and me to push back and say that if we proceed, we need to involve SOL, because obviously no one is listening to us.

I think my supervisor is doing everything they can -- I think the problems may be more at the director and leadership levels.

And, this is not the first time something like this has happened with this very same person. I acted with so much grace last time - even suggesting this person maybe feels insecure in their acting role, so why don't we try to build them up and nominate them for an award for the good things they've been doing! (Dumb me!!!!)

Obviously the honey approach doesn't work in this situation!

Does this boil down to: leadership above you and your supervisor are OK with a course of action, as are other people involved. You are your supervisor object?

If that is the case, there is no reason for you to be involved. Stand down unless/until your supervisor tells you to do something. If he/she does, document and do it.