Why people abandon their principles (sometimes)

Introduction

The decisions by companies like Meta to cease fact-checking or Elon Musk’s vocal and financial support for USA President Donald Trump, illuminate a larger, unsettling trend: the willingness of influential leaders to abandon core principles under external pressures. These high-profile cases are more than mere headlines—they reflect the psychological and organizational forces that drive leaders to prioritize short-term gains or self-interest over long-term ethical commitments.

Why do some leaders, hailed as visionaries, make decisions that appear to undermine their own stated values? What leads them to compromise on principles like diversity, equity, and inclusion (DEI), fact-checking, or ethical governance? The answer lies in a complex interplay of human traits and organizational dynamics that often go unnoticed in the moment, but have profound implications for society and leadership at large.

This blog delves into the underlying human behaviors—fear, opportunism, herd mentality, and more—that explain why leaders may abandon their values during turbulent times. It also offers actionable strategies for countering these tendencies, encouraging leaders to align their actions with principles, even when the pressure mounts.

The behavior described—leaders abandoning principles like DEI (Diversity, Equity, and Inclusion) when faced with external pressures—can often be attributed to several underlying human traits and psychological tendencies. Here are some of the key traits that might contribute:

1. Fear and risk aversion

• Fear of Loss: People are naturally loss-averse, often prioritizing avoiding immediate risks (e.g., financial downturns, shareholder disapproval) over pursuing long-term gains. Leaders may fear the backlash from stakeholders who view DEI as non-essential or divisive.
• Uncertainty Avoidance: In uncertain times, leaders may cling to familiar, “safe” practices, even if it means abandoning innovative or forward-thinking strategies like DEI.

2. Short-term thinking

• Present Bias: Many leaders prioritize short-term wins (like quarterly earnings or cutting costs) over long-term impact. DEI efforts often take years to show measurable results, making them an easy target when immediate pressures mount.
• Pressure to Perform: Leaders often face immense pressure from boards, shareholders, and investors to deliver immediate financial results, causing them to make reactive, rather than principled, decisions.

3. Conformity and herd mentality

• Following the Majority: People tend to align with what others are doing, especially in corporate settings. If peer organizations are scaling back DEI, leaders may feel pressured to do the same to avoid standing out.
• Fear of Isolation: Standing up for principles, especially when they are politically or socially contentious, can be isolating. Many leaders prefer to go with the flow rather than risk alienation.

4. Lack of Self-Awareness

• Cognitive Dissonance: Leaders might believe they are still “doing the right thing” even when cutting DEI efforts because they rationalize it as a temporary necessity.
• Blind Spots: Some leaders lack the self-awareness to recognize how their actions contradict their stated values, often because they haven’t fully internalized the principles behind DEI initiatives.

5. Opportunism

• Convenience Over Conviction: Some leaders are driven more by personal ambition or financial incentives than by a commitment to values. They may adjust their stances to align with what benefits them or the company most in the moment.
• Political Savviness: Leaders may abandon DEI if they believe it aligns with shifting political winds, appeasing powerful stakeholders or customer bases.

6. Overconfidence in their influence

• Hubris: Leaders sometimes overestimate their ability to “course correct” later. They might believe they can reintroduce or double down on DEI once the external pressures subside.
• Moral Licensing: Having championed DEI in the past, leaders might feel they’ve “earned” the right to scale back without damaging their credibility.

7. Resistance to change

• Cultural Bias: Some leaders view DEI as a “trend” rather than a systemic necessity. Deep-seated biases might make them less committed to these efforts when external validation wanes.
• Inertia: Organizational and personal inertia can make it easier to revert to old practices than to push forward with transformative initiatives like DEI.

How to counter these traits

To address these human tendencies, organizations and leaders need to:

• Develop long-term accountability structures that tie DEI progress to measurable outcomes.
• Foster psychological safety so leaders feel empowered to take principled stances without fear of backlash.
• Cultivate self-awareness through reflection and coaching, helping leaders align actions with values.
• Reward courageous leadership that prioritizes ethical decisions over convenient ones.

The challenge lies in recognizing and countering these human traits with deliberate, values-driven actions.

Closing reflections

In my coaching work, I’ve encountered these behaviors time and again. Leaders often face internal battles—between the pressure to conform or deliver quick wins and their deeper desire to act in alignment with their values. These are not failures of character but natural responses to the immense pressures and complexities of leadership today.

One of the most fulfilling aspects of coaching is helping leaders navigate these challenges. Through reflection, honest dialogue, and structured guidance, we explore the tough questions: What do you stand for? What kind of leader do you want to be when the pressure is on? Together, we work to recalibrate actions and ensure alignment with core values and long-term vision.

The path isn’t easy. Authentic leadership requires courage, self-awareness, and resilience. But the rewards are profound—leaders rediscover their purpose, rebuild trust with their teams, and make decisions that not only uphold their principles but also inspire others.

Leadership isn’t about perfection; it’s about striving for principled decisions in an imperfect world. By doing so, leaders create a ripple effect that transforms not just themselves but their organizations and communities. Ultimately, staying true to one’s values isn’t just ethical—it’s the cornerstone of enduring, impactful leadership.

Take the first step toward principled leadership

Are you wrestling with challenges that test your values? Do you want to lead authentically while navigating complexity and pressure?

I invite you to explore these questions in a free 45-minute coaching discovery session with me. This session is designed to help you:

• Reflect on your leadership challenges.
• Identify opportunities to align your actions with your principles.
• Begin your journey toward becoming the resilient, principled leader you aspire to be.

Book your free discovery session here

Together, let’s unlock the potential for authentic and values-driven leadership in your journey.