Many leaders have faced a choice between getting the reward or doing the right thing. The slippery slope starts right when you begin to rationalize actions and tell yourself and others, “This is an exceptional situation,” or “We have to bend the rules a little to get things done here,” or “We are here to make money, not to do charity.”
These initial slips cascade into more, which turn into habits you know are bad but which start to feel excusable and even acceptable, given the circumstances, and eventually, become part of your moral fabric. It is hard to pinpoint exactly when an important line is crossed, but it’s much easier to course-correct at the very start of the slippery slope than when you are gliding full speed away from what is right.
