4 reasons why you should blow the whistle on yourself

If you violate a moral norm but no one has witnessed it, do you confess the wrongdoing or keep it hidden in the hope that no one will ever find out? There are four interconnected reasons why, as a leader, you should always ‘fess up.

To do the right thing

This could be seen as a simple moral or values-based question. Even if there are no consequences to withholding the information, you should own up: it’s the right thing to do.

To not allow another to steal your thunder

If there’s any chance of someone else discovering your wrongdoing, it’s best to steal their thunder and own up first. This way, your misdeed is seen as less blameworthy and less morally questionable than if you don’t confess and try to get away with it.

To build trust and integrity

Because you are manifestly acting against your self-interest, you are viewed as being more trustworthy and having more integrity than if you didn’t confess.

To leverage the ‘scarcity principle’

Revealing your transgression relates to the scarcity principle: information that is scarce is seen as more valuable and more important than information that is openly available. Thus, when a transgressor withholds information, it is perceived as more valuable and important than if they openly reveal it. Hence, by revealing the otherwise inaccessible information of your transgression, you benefit from the scarcity principle effect.

But remember to tell the whole story!

Reporting your misdeed only brings value to you if you reveal the full story. If you only reveal select details or admit the transgression in vague terms, people will likely perceive you as not being fully transparent (or covering up a bigger misdeed) and you forgo the benefits of owning up in the first place.

Key takeaway

Always blow the whistle on yourself before someone else does – and don’t hold back on the details!

Jennifer Jordan

Professor of Leadership and Organizational Behavior

Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.