Читать книгу The Good Ones - Bruce Weinstein - Страница 12
ОглавлениеSo shines a good deed in a weary world.
—Willy Wonka to Charlie, after the boy makes a difficult but honest choice, in Willy Wonka & the Chocolate Factory (originally from Shakespeare’s Merchant of Venice)
After the closure of the furniture factory where she had been working for twenty years, Brenda Harry found a minimum-wage job at the Goodwill Store and Donation Center in Pearisburg, Virginia (population 2,786). Her job was to process clothes and other items that people deposited in collection boxes around town. She made sure that they were in good condition and that the donors hadn’t left anything in the clothing. Most of the time the pockets were empty, but one day in January 2014, she discovered four envelopes inside a suit jacket.
Those envelopes contained $3,100 in cash. This was more than she made in two months of full-time work at Goodwill. If she had pocketed it, no one would have known. But Brenda Harry immediately turned the money over to her supervisor.
When Deb Saunders, chief compliance officer for Goodwill of the Valleys, told me this story, I wanted to know why Brenda didn’t keep the money for herself. So I called Brenda and asked her. “I was raised to be honest,” she told me. It was that simple. “It doesn’t matter if you need the money. It’s not yours. So you turn it in. My parents told me that if you’re honest, you will get your reward at the end of time. If you’re not honest, you will pay for it on Judgment Day.”
It’s hard to know how many people would do what Brenda did, because the sort of people who would keep the money might not report doing so. It doesn’t even matter, really. What does matter is that smart employers hire people like Brenda Harry, because they can trust her.
All of the ten qualities we’ll examine in this book are hallmarks of high-character employees, but honesty is the most important one. No matter how knowledgeable or skilled a person may be, if he or she is fundamentally dishonest or doesn’t value honesty, that person is detrimental and possibly even dangerous.
What isn’t immediately obvious is how honest employees benefit the organization. In some cases, a business can quantify a benefit; the Goodwill store in Pearisburg had $3,100 added to its monthly revenue when no one claimed the money that Brenda turned in. But there are other ways that honest employees are a boon to a business, as we’ll see.
What Is Honesty?
Honesty is above all a feeling, a disposition, an orientation toward the truth. Honest employees cannot tolerate lying, fudging data, misrepresenting themselves or their companies, or other conduct that displays contempt for the truth. Falsehood in all its forms is a poison to an honest person.
Refusing to Fudge Data
Well before she became senior vice president for strategy and business development at Xerox, Cari Dorman worked as an electrical engineer for a company that had been awarded a contract with the U.S. Navy. Her role was to develop a software program that would measure the likelihood that a transmitted electronic message had reached its intended target. Cari’s boss — I’ll call him Saul — asked her to change some data in her research because the results were not what Saul wanted or hoped they would be. Cari did not want to because of the potential implications and did not make the changes.
“I knew that standing up to Saul might get me fired,” Cari told me. “But I asked myself, ‘What if my son were in the navy during a war, and he was relying on my software program for knowing whether a message he sent got through or not?’” With lives on the line, Cari was willing to risk her job for the sake of doing honest research. Her passion for the telling truth and her courage to be true to herself makes her one of the Good Ones.
For reasons Cari doesn’t know, Saul eventually was asked to take a cut in pay, and he left the company.
Standing Up to a Dishonest Vendor
Honest employees are truthful employees. Ken Meyer, vice president of human resources at Community Health Services in New York City, told me how an employee’s passion for the truth potentially saved lives, certainly vanquished a cheater, and changed the way Ken runs employee orientation sessions.
Marvin was the new director of the fire safety department at a large company where Ken used to work. When he was going through the contracts from various vendors, Marvin noticed that the one who supplied the company’s many fire extinguishers had never inspected them. Marvin called the vendor, Bill, to find out what was going on.
“You’re supposed to inspect them,” Bill said.
“Um, no I’m not. That’s your job,” Marvin replied.
Bill then explained how previous fire safety directors had handled the issue. “All you have to do, Marvin, is go through the building, take a look at the extinguishers, and make a note on where you checked the extinguisher,” Bill said. “Then count how many you inspected, let me know how many there are, and I’ll send you a check.”
“Wait a minute,” Marvin said. “You’re telling me that after I inspect our fire extinguishers, you’ll send a check to me, not to my company?”
“That’s right,” Bill stated, presumably expecting Marvin to exclaim, “Sign me up!” But that’s not how Marvin responded.
Instead he said, “All right, I can’t attest to what happened before me, but immediately two things have to happen. Number one, you have to send people to inspect these fire extinguishers. Number two, if you ever suggest anything dishonest like that to me again, I am going to drop you like a bad habit and you’ll never get work here again.”
Imagine an employee lighting a small candle on a birthday cupcake intended for a coworker. The employee blows out the match and tosses it into a wastepaper basket that’s half full. As he leaves his desk to deliver the treat to his coworker, that match, which is still smoldering, rapidly ignites the contents of the trash can.
This is the kind of problem that fire extinguishers are meant to solve, but if Marvin hadn’t stood up to the corrupt vendor, and the nearest fire extinguisher wasn’t functional, what might have happened? How many lives would have been permanently altered by a building fire, and how much damage would the business have sustained? What would the company’s legal liability have been when the reason for the faulty extinguisher was discovered? How would its reputation have been tarnished, and what would it take to win it back? All of these questions would arise simply because a fire extinguisher wasn’t properly maintained.
Marvin told Ken why he did what he did. “Ken, you want to live your life never having to worry about the knock on the door. As in the knock from someone about to say, ‘Something came to my attention that I need to discuss with you. Can you please step into my office and explain something to me?’ For what would be a relatively small amount of money, you find yourself fired, not collecting unemployment because it’s misconduct, and trying to find a job after something like that.”
“To this day, in employee training I repeat what Marvin said all the time,” Ken told me. “Conducting yourself ethically frees up your mind. Not having to worry about the knock on the door gives you peace of mind while you’re at work.”
The events in this story took place decades ago. Marvin is no longer a fire safety officer. He is an ordained Roman Catholic priest and is the pastor of the parish where he lives.
Being Prudent about Telling the Truth
Doris, a senior manager at an automotive parts company, told me a problem she had had recently with her boss, Melanie. “I’ve known Melanie for years,” Doris told me, “and we have a good relationship. Melanie has always encouraged me to speak my mind to her, and I decided it was time to tell her about something that had been bothering me about her for a while.”
“What was that?” I asked.
“Well, Melanie has a tendency to tell stories that go on forever. Or at least they seem to. It’s more annoying than anything else. And I’m not the only one who feels that way.”
“Uh oh,” I said. It wasn’t hard to see what was coming.
“Yes, I told her. And I added that other people feel the same way, but nobody had the nerve to tell Melanie.”
“What happened?”
“It was as if I’d slapped her on the face. She just stared at me for what seemed like an eternity. Then she told me to leave her office. I felt terrible and couldn’t sleep that night. The next day I apologized. I didn’t even try to justify what I said. I know it was wrong for me to tell her it wasn’t just me who thought she has a tendency to ramble. That wasn’t my place. And I honestly thought I was doing her a favor. I mean, I’d want people to tell me if they thought I talk too much.”
Melanie accepted Doris’s apology. Their friendship cooled a bit after that, but it has since recovered.
“I suppose I could have found a better way to tell her the truth,” Doris said. I told Doris about the praise-sandwich technique of giving criticism, in which you begin with something sincere but flattering, after which you mention the behavior that bothers you, and you end with something positive.
“Maybe that would work,” Doris told me, “but that could also backfire. Just because Melanie says she wants me to speak my mind with her doesn’t mean she wants to hear criticism about herself. I do think she needs to be mindful of our time, but her storytelling style is something I guess we’ll just have to put up with.”
In the introduction, I mentioned that my concept of character is derived from the work of Aristotle. One of the critical components of character for Aristotle is phronesis, a Greek word that is usually translated as “practical wisdom” or “prudence.” It’s what Kenny Rogers sings about in Don Schlitz’s song “The Gambler”: knowing when to hold ’em, knowing when to fold ’em, knowing when to walk away, and when to run.
Doris learned the hard way that just because people say they want you to be honest with them doesn’t mean they want to hear about their shortcomings. Doris is now more careful with how truthful she is with her boss about Melanie’s bothersome traits.
“Besides,” Doris added, “I’ll bet there are things I do that annoy Melanie that she doesn’t tell me about.”
Most of the time, honesty is a sign of high character. But, as we’ll see throughout this book, high-character employees know when to exhibit a particular quality and when to keep it to themselves.
The Consequences of Dishonesty
Ripping Off Restaurants: Considering a Single Dishonest Act
Jerry Seinfeld once said, “A date is a job interview that lasts all night.” I wish I’d kept that observation in mind during a date I had early in a relationship with a woman I’ll call Penny.
It was my birthday, and Penny took me out to dinner at an upscale restaurant. We began the evening at the bar, but our table was ready before we’d finished our drinks. The hostess told us she would take our drinks to the table and have the bar tab transferred to the check. We finished our meal, the check arrived, and lo and behold, the drinks weren’t listed.
“I guess they’re a gift!” Penny said in all seriousness. I told her that didn’t seem likely, but because it was early in our relationship, and I didn’t want to start an argument, I let it slide. I wasn’t comfortable with that decision, because we were stiffing both the restaurant and the bartender, who wouldn’t be getting a tip.
Penny’s decision to get two drinks for the price of none was a red flag that turned out to be indicative of her character. Quick to anger, she criticized me frequently and often used personal attacks to make her point. She had no tolerance for criticism when she was on the receiving end. She rarely came to my defense when others treated me poorly.
Of course, she had positive qualities too, and I’m far from perfect. My flaws, however, don’t include stealing, which is what Penny’s choice in the restaurant amounted to. Since Jerry Seinfeld is right in likening a date to a job interview, employers who ignore red flags such as evidence of dishonesty do so at their peril.
The Convict and the Firing Range: Enduring Repercussions of Dishonest Acts
“Dad, will you go to the firing range with me?” Chuck Gallagher’s son asked him one day. “Why not?” he responded. Chuck’s son had recently bought a pistol and was looking forward to spending some time with his dad at target practice. But when father and son got to the gun range, they were shocked by what they encountered.
“Not only can you not touch a gun here,” said the clerk to Chuck after asking a few routine questions, “but you also can’t pay for your son to be here. In fact, you’ll have to leave.”
Chuck wasn’t expecting such a hostile encounter, but he admits he shouldn’t have been surprised. That’s because Chuck is a convicted felon, and losing the privilege to enter a firing range is one of the consequences of his conviction.
In 1986, when he was in his mid-twenties, Chuck had a successful career as a CPA, and his thorough knowledge of what was then a new employee-benefits provision of the tax law earned him an invitation to testify before the U.S. House Ways and Means Committee. But when he fell behind in his mortgage payments, he borrowed money from a client’s account to make up for the shortfall. One thing led to another, and before long, Chuck was running a Ponzi scheme. When it eventually caught up with him, he was convicted of one count of embezzlement and one count of tax evasion and sentenced to eighteen months in federal prison. He lost his wife, the trust of his business partners, and the good reputation he’d had in Morganton, North Carolina.
Chuck did a lot of soul-searching while in the penitentiary, and on his release, he vowed to turn his life around. He created the Choices Foundation, which supports ethics education for young people and awards scholarships to children whose parents are incarcerated. He now is the chief operating officer of a national company based in South Carolina and has a busy schedule as an ethics speaker. He begins his talks in an orange jumpsuit and handcuffs, which make an impression that’s hard to forget.
F. Scott Fitzgerald wrote that “there are no second acts in American lives,” but Chuck Gallagher transformed the poor choices he made in the first act of his life into an opportunity to prevent others from doing the same. Incidents like the one Chuck experienced at the firing range drive home how devastating the consequences of dishonesty can be.
“Not being admitted to a firing range didn’t mean a lot to me,” Chuck said, “but it did illustrate two important points for my son. First, it showed him that today I am willing to be honest, even though the consequences may be less than pleasant. Second, there are unintended consequences to your actions, and you cannot escape those. Both of those were good things for my son to experience so that he can remain conscious about the choices that he might make and what the consequences might be.”
One Strike and You’re Out
Many years ago I had the privilege of taking a weeklong seminar in leadership at the Gallup Institute in Lincoln, Nebraska. Donald O. Clifton was the institute’s president (you’re probably familiar with his protégés Tom Rath, author of Strengthsfinder 2.0, and Marcus Buckingham, coauthor of First, Break All the Rules), and I’ll never forget what Don said about how the organization deals with employees who have done something dishonest, like fudging data in a poll: “They’re fired. Immediately.”
“Even if it’s just a single offense?” I asked him.
“That’s right. Because people have to trust that our surveys and polls are conducted with integrity. Otherwise our product is meaningless.”
I asked Alan Murray, editor of Fortune magazine and former president of another esteemed polling organization, the Pew Research Center, if he thought Don’s policy was too harsh. He didn’t think so. “The Pew Center sees its greatest asset as the trust that people have in the information the center provides. So anything that has the potential to damage that public trust is an existential threat to the center’s work. Trustworthiness is the core of the Pew brand, and the same was true at the Wall Street Journal,” where Alan used to be managing editor.
The advertising legend Walter Landor once said that “a brand is a promise.” The logo of one of your favorite companies is more than just a cool graphic. The company is essentially saying to you, “You can continue to buy this service or product with confidence that we stand behind what we sell. And if we fail you in some way, we’ll make it right.” Dishonesty at any level of the company threatens that implied promise.
“I’m privileged to have worked for several great brands, and when you think about what makes brands powerful, it’s all about trust,” Alan Murray added. “The public has a certain understanding that what they’re getting when they see that brand is something they can count on and rely on to a higher degree than what they might find elsewhere. I see maintaining the public’s trust as my highest purpose.”
A company’s power, influence, and integrity are a direct function of the honesty of its employees.
Obstacles to Honesty
If honesty is so important and confers so many benefits, why don’t we see more examples of it? It’s because lying can be beneficial in both the short and long term.
Success through Dishonesty
A young man named David had dreams of making it big in the entertainment business, so he did what a lot of enterprising people in his position do: he got a job in the mail room of the William Morris talent agency. On his application he wrote that he had been a production assistant for a popular TV show (true) and had graduated from UCLA (false). When a fellow worker in the mailroom got fired for having lied on his application about where he’d gone to school, David got nervous. The agency apparently was fact-checking what their employees stated about their histories. What could he do to prevent his lie from being discovered?
For the next six months, David was the first one to show up at work, and he went through every piece of mail the business received. When the dreaded letter from the university finally arrived, David steamed it open and replaced it with a phony letter confirming his graduation. No one was the wiser.
David’s story tells us that starting off your career by committing a felony (mail fraud) can be the first step to becoming wildly successful. That’s because the David of this story is David Geffen, one of the richest men in the country. He launched the careers of Crosby, Stills, Nash and Young; Joni Mitchell; Linda Ronstadt; Donna Summer; and the Eagles. He produced Cats, one of the longest-running Broadway musicals in history, and together with Steven Spielberg and Jeffrey Katzenberg, he created the film studio Dreamworks SKG.
When David tells the story of how his career began, he does so with no sense of regret or remorse, and the PBS documentary in which this story appears, Inventing David Geffen, uses sprightly music on the soundtrack to accompany the tale. The message is clear: the lie that David told to get his foot in the door and the lengths to which he went to remain employed are commendable, even virtuous.
The end justifies the means, right? If David hadn’t lied on his job application, wouldn’t we have been deprived of some of the best entertainment of the past fifty years?
I don’t buy it. This is a man, after all, who concocted a clever scheme to prevent the truth from coming out and worked hard to pull off the ruse. Someone with that level of dedication would have eventually found a way to succeed in Hollywood and New York without being dishonest.
But David Geffen did lie, he did become successful, and it’s all too easy for the takeaway message to be, “I did it. So can you.” When even a staid institution like PBS valorizes behavior like David’s, such conduct becomes an example for enterprising young people to follow. David’s story is but one of many in which dishonorable behavior leads to fame and fortune. They serve as a Rorschach test for character, and savvy employers might even find a way to use them as such.
Lying to Save Money
Last year, I needed some help with a vexing computer problem, so I placed a help-wanted ad on Craigslist. I’ve generally had good experiences with the people I’ve hired this way, so I had no reason to think this time would be any different. Of the dozens of responses I got, one stood out. A fellow I’ll call Conrad wrote an impressive email overflowing with details about how he could fix the issues I faced and why he was the best candidate for the job. The letter was also unusual for being free of spelling errors and poor grammar. Here’s a guy who not only had expertise in IT — he could write well too! I wrote him back and asked what he would charge for his services.
That’s when he lost the gig. He responded, “You can pay me $45/hour by check or $35/hour in cash.” It took me a moment to see what was going on. (Call me slow on the uptake; maybe you figured it out right away.) I could leave a paper trail for the IRS by paying him one fee, or I could help Conrad avoid paying taxes on his income.
I told Conrad I wouldn’t be needing his services, and he was genuinely perplexed. “I thought I’d be doing you a favor,” he replied. But aside from the inherent dishonesty of Conrad’s proposal itself, it made me ask, if he’s willing to cheat the IRS to do a job, what other corners would he cut?
As the title of Cheri Huber’s book has it, How You Do Anything Is How You Do Everything. Conrad’s willingness to lie, even for the putative purpose of helping me, cost him the job.
Lying to Save Trouble
I had just administered an exam to a dental ethics class, and my assistant Jackie collected the blue books that the students had used to write their essays. When it came time for me to grade them, I asked Jackie where the books were. She couldn’t find them and was afraid to tell me so.
Eventually she mustered the courage to let me know that the books were nowhere to be found. She and I were scheduled to go out of town with our boss for a weekend-long workshop. “I can’t bear the thought of spending the whole weekend with you angry at me,” she confessed, “so I hope you’ll please forgive me.”
What Jackie didn’t know is that I had been in her situation several years before when I was in graduate school. Somehow I’d lost an entire class’s blue books that I’d been assigned to grade, and after trying to concoct a believable excuse as to what had happened, I figured that since I was studying for a PhD in philosophy, I should tell my adviser the truth. I was petrified that he would be angry with me and that I might lose the fellowship I’d worked so hard to get, which would mean finding another way of paying for my education.
But my professor surprised me by being compassionate. He wasn’t pleased with what had happened, but he could see that I’d made an honest, if careless, mistake, and that there was no reason to make me feel any worse than I already did.
I thought about that professor’s response when I listened to Jackie sorrowfully asking me to forgive her. “Of course I will,” I told her. I’m not sure if I told her that I’d once done the same thing she had, but I appreciated the courage that it took to tell me the truth, because I knew firsthand how difficult it was to do that.
Both Jackie and I could have lied to our supervisors. It would have been easier than telling the truth. It wasn’t pleasant to admit what had happened, but it was the honorable choice.
Evaluating Honesty
Finding Honest Job Applicants
My father once bought a life insurance policy from an agent who was a really likeable guy. Warm, friendly, and a good listener, Eric was just the kind of person you wanted on your team. His impeccable credentials, strong references, and a professional demeanor made him an understandable choice to handle such an important part of my father’s financial portfolio.
He also turned out to be a crook.
After my dad discovered that Eric had embezzled thousands of dollars, my father sued him, and I went to the trial. I’ll never forget what Eric’s own attorney said to the jury: “No one will ever trust Eric again.” When your own attorney publicly declares you to be untrustworthy, you’ve got some real integrity problems. Eric was convicted of embezzlement and sentenced to prison. After his release, he operated a limousine company and died a few years ago at the age of sixty-two.
Had you met Eric, I’ll bet you too would have believed him to be an honest person you could trust as your insurance agent. He is an excellent, if tragic, example of how difficult it is to evaluate a job candidate’s honesty.
But because honesty is an essential characteristic of the Good Ones, the following questions and sample answers may be helpful to interviewers.
Tell me about a time when you had to tell a direct report an unpleasant truth. What were the challenges and how did you get past them? What were the consequences?
Ross, a senior vice president at an international consulting firm, needed to tell Hazel, his direct report, that she wasn’t going to get the promotion she was expecting. “It was partially my fault for not having submitted the correct paperwork on time, which I didn’t know I was supposed to do,” Ross told me. “Mostly, though, it was our company’s bureaucracy that got in the way of Hazel’s promotion. Hazel would have found out on her own in six weeks, but I decided that the bad news should come from me. I didn’t want her waiting for something that wasn’t going to happen.”
He fretted for days before talking with Hazel. “I was afraid she would quit, which she would have been perfectly justified in doing. She has been with the company for seven years and has always done a good job. Well, she was very angry when I told her she wouldn’t be getting a promotion this time around. But I was glad she felt safe expressing her frustration to me, and it gave us an opportunity to have an open and honest discussion about her role at the firm.”
Ross pressed his own supervisor to get involved, and eventually Hazel got both a promotion and a raise. “Hazel told me she appreciated that I told her what was going on,” Ross explained. “She knows she can trust me to be straight with her and to fight for her, too. That may be one of the reasons she still works here.” Ross could have kept the truth to himself, but his decision to be open with Hazel illustrates the point that honest employees feel compelled to be truthful.
If a job candidate has had supervisory experience, chances are that this question will be relevant.
Tell me about a time when you could have lied to a supervisor but chose to tell the truth. What happened?
Being honest with the boss can be challenging for a good reason: Who wants to alienate the person who has a big say in whether you get a raise or a promotion — or who may ask you to leave?
But recall the story of Jackie, who lost the entire class of dental students’ blue books but told her boss (me) what she did. Jackie could have made up some excuse to explain the problem, but she chose the honorable path. I still respect her for having done this.
Have you ever cheated, and if so, what did you learn from it?
Several of the HR managers I spoke with in doing research for this book told me, “You’d be surprised how often people will just come out and tell you about the dishonest things they’ve done.” I agree.
From time to time I interview high school students who are applying to the college I attended. A few years ago, I mentioned to Rob, the young man I was interviewing, that I’d written a book called Is It Still Cheating If I Don’t Get Caught? I told him how dismayed I was by news reports of cheating in prestigious high schools and colleges and asked him point-blank if he had ever misrepresented himself.
“Yes,” he said. “My friends and I have done it more than once. School is so competitive now you have to cheat to get good grades.”
Rob got an A for being honest with me and a “Do not admit” recommendation from me on the college evaluation form.
There are two downsides to asking a direct question about dishonesty. First, it immediately strikes fear in the candidate’s heart, even if the candidate is fundamentally an honest person. I don’t like the idea of making a job candidate squirm. The second is that the question seems to present a no-win situation for the candidate. She may reason that if the she admits to having cheated, she won’t get the job (as happened to Rob); but if she lies, she’ll be worried about being caught in a lie and rejected for that reason. Only candidates who have never cheated have nothing to worry about (except being believed).
But the savvy interviewer will not reject a candidate simply because he has admitted to cheating. What bothered me about Rob wasn’t so much his admission of cheating but the fact that he exhibited no remorse for having done so and even attempted to justify it.
The smart employer looks not for perfection but for an explanation of how the consequences of a dishonorable act affected the candidate and others. It is probably also helpful if the dishonorable act in question occurred a long time ago!
Discerning Honesty in Current Employees
“No company would evaluate honesty in a current employee unless it were already a part of its core values,” an HR director told me. “If a performance reviewer is thinking about honesty at all, he or she is more likely to conclude, ‘I have no evidence that this employee is dishonest, so he or she must be honest by default.’” In other words, we should assume that people are honest unless we have good reason to believe otherwise.
But why shouldn’t honesty be an explicitly stated core value of every company? There isn’t a business in the world that could survive for long if most of its employees routinely lied, withheld the truth, or engaged in other dishonest acts. (Insert joke about politics here.) Even for organizations that don’t formally recognize honesty as a value, however, managers should still be on the lookout for exemplary honest conduct. When an employee like Brenda Harry does something praiseworthy like returning the $3,100 she found at work, that action should become a part of the employee’s record, just as a dishonest act would be. It reveals high character and reminds managers of how vital the employee is to the organization.
Too often, we think of ethics in terms of what people shouldn’t be doing and how unethical behavior hurts organizations. That’s part of the story but not all of it. Companies already prohibit employees from acting dishonestly, but they need to go further and actively promote honesty as a core value. This means letting dishonest employees go and hiring and promoting honest ones. Honesty isn’t the best policy. It’s the only one.
Managers charged with promoting employees are misguided if they believe that employees ought to be acting honestly to begin with and therefore don’t deserve to have such behavior officially noted. Putting the information in an employee’s record tells the person, “We applaud what you did. You helped us, and we won’t forget about it.” Also, management does change, so noting actions like Brenda Harry’s can help the employee during a performance review conducted by a future manager.
SUMMARY
Of the ten crucial qualities of high-character employees, honesty is the most important. It doesn’t matter how knowledgeable or skilled an employee may be if he or she is dishonest.
Honest employees are deeply passionate about the truth and have the courage to act on their convictions.
Employers who fail to evaluate the honesty of job applicants and current employees do so at their peril.
