In a recent interview round, I grappled with a profound ethical dilemma. On the one hand, there was a candidate whose resume bore the name of someone I’ve had the privilege of knowing for over two decades—a close associate and the offspring of a former colleague who has been a steadfast source of support throughout the years. On the other hand, there was an internally referred candidate, the son of a senior colleague within the organization. Despite subtle nudges to lean towards the internal referral, I faced a pivotal decision: whether to honor personal obligations or succumb to internal pressures.
After careful deliberation, I extended interview invitations to both candidates and meticulously evaluated their qualifications. In the end, I made a conscious effort to set aside any biases and selected the candidate whose skills and experience best aligned with the role.
For me, ethical conduct transcends mere compliance—it’s about upholding personal values and integrity, regardless of external influences. While some may view such decisions as trivial, ethical dilemmas like these are not uncommon in professional settings.
I remind myself of Warren Buffet’s newspaper test: ”When they have any doubt about whether a particular decision or action is right or wrong, they should imagine how they would feel if it were reported the following day in their newspaper, with the assumption that the write-up is authored by a smart but unfriendly reporter and is read by their family, friends, and neighbors.” And another well-known Buffett quote: “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”
I am confident in my decision to appoint the individual best suited for the role, as I assured both candidates of fair and equal opportunities.