Put a Stop to Misplaced Focus

ick Powers has more than an ethical dilemma on his hands regarding his deputy, Len Larrabee. He also has a problem regarding leadership--his own, to be specific. Extracurricular activities, particularly professionally related ones, are important adjuncts and enhancements to both self-development and organizational values. That is not the basic question here. Rather, it is one of judgment and balance--two elements lacking in Larrabee's behavior and expectations.

For Larrabee to justify his expanding involvement with the Federal Accountants Society solely in terms of his own development (what is "good for me and the agency") is unacceptable. An employee who spends some normal working office time on extracurricular activities is not so much the issue. Rather, it is the amount of such time and the degree to which it affects regular work responsibilities.

Larrabee has disregarded the impact on internal work responsibilities or on other employees who depend on his carrying his share of the workload. This case is not only a miscarriage of the privilege allowing employees to participate in professional associations, but it is also an abandonment of official duties to an extent that involves ethical considerations.

It is not for Larrabee to decide whether his outside involvements are beneficial to his organization. Powers should have clarified what is ethically permissible and operationally tolerated. When he realized Larrabee's non-job related activity was interfering with his official responsibilities, Powers should have been more forceful in making known his views. Failure to do so, in part, led to Powers' dilemma in dealing with the deteriorating circumstances.

Powers should make clear to Larrabee that if he cannot balance his time without sacrificing his official duties, the outside activities will have to go. Powers could point out that many top executives are actively involved with professional associations, but one measure of their executive capabilities is their ability to know where and how to draw the line.

Larrabee fails to recognize that such time conflicts are his problem to solve, not Powers' or the agency's. If he is unable to make this kind of choice, or fails to even recognize that such a choice must be made, Larrabee is indicating to top managers that their assessment of his future potential is incorrect.

Larrabee fails to see, much less understand, the ethical dilemma his attitude and actions have created for Powers, his colleagues and his agency, which demonstrates his lack of judgment. Worse yet, rationalizing his behavior by saying the traditional commitment between an agency and employees doesn't hold any more in the age of small government and constant change is sheer nonsense. What is old and outdated about the expectation that an employee is responsible for doing a day's work for a day's pay?

To consider that reining in Larrabee's extracurricular activities might deny him the opportunity to become a better-qualified candidate for senior management positions demonstrates Powers' leadership weaknesses. In addition to the ethical considerations, Powers should be asking himself some other questions such as:

• What message am I sending to my other employees if I continue to ignore Larrabee's disinclination to pick up his share of responsibility for the new system? Am I not obligated at least as much to them as I am to Larrabee?
• What about the new system? If I continue to give Larrabee his head on this, am I really serving the best interests of my agency?

The solution is simple. Powers should make it clear to Larrabee that his basic obligation is to his work assignments. It is Larrabee's problem to find the time to fit in his involvement with the Accountants Society. But, however he balances his time, Larrabee's primary responsibility is his paid job.

Anita F. Alpern is distinguished adjunct professor in residence at American University in Washington and a lecturer and consultant to government agencies on public management. During more than 35 years of federal service, she held top career positions at the Labor, Defense and Treasury departments, retiring as assistant commissioner of the IRS.