Being responsible when being irresponsible seems convenient is not always easy. Integrity may cost you an opportunity, honesty may make you unpopular, and doing the right thing may appear slower than taking shortcuts. Nevertheless, your character is revealed not only by what you do when everyone is watching, but also by what you choose when dishonesty would be easier and the chances of being caught appear remote.
One of the greatest challenges of living in today’s world is maintaining your integrity in an environment where irresponsibility appears to be increasingly normalised. We complain about corruption, dishonesty, indiscipline and the abuse of the public trust, yet some of us participate in the same behaviours we condemn. We criticise leaders who lie but sometimes lie to protect ourselves. We condemn corruption but may be willing to offer or accept a bribe when it benefits us. We demand accountability from others while making excuses for our own failures.
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This raises an important question: Must you become irresponsible simply because it is more convenient? The direct and simple answer is no. The condition of society may influence your choices, but it does not have to determine your character.
When Recognition Becomes More Important than Integrity
Consider the controversy surrounding Anthony Kila, whose professorial title and academic qualifications were questioned in an investigation published by Premium Times. The allegations and reported disputes over his credentials raise important questions about the responsibility that comes with presenting oneself as an academic authority. What of the case of Ejikeme Joy Mmesoma, who claimed to have scored 362 in the 2023 Unified Tertiary Matriculation Examination (UTME). JAMB stated that her actual score was 249 and accused her of manipulating her result. The controversy became a national lesson in the dangers of dishonesty, particularly when the desire for recognition overshadows the value of genuine achievement. These cases illustrate a troubling possibility: People may become so desperate for status, admiration or reward that they are willing to misrepresent themselves.
The problem is not limited to examination results or academic credentials. Some professionals exaggerate their qualifications, some employees falsify reports, some business owners make misleading claims about their products, and some leaders take credit for achievements they did not produce. In each instance, the individual faces a choice: build a reputation on truth or manufacture an image that cannot withstand scrutiny. The desire to be celebrated should never become stronger than the commitment to be truthful.
Another example is the growing tendency of some people to parade honorary doctorate degrees as though they are earned academic qualifications. An honorary doctorate is an honour bestowed in recognition of a person’s contributions; it is not the same as completing the academic requirements for an earned doctorate. Yet some recipients use the title ‘Dr’ in ways that can lead the public to believe they possess earned doctoral qualifications. In February, Nigeria’s National Universities Commission issued guidelines addressing the award and use of honorary doctorates. The Federal Government subsequently announced reforms prohibiting recipients from using the title ‘Dr’ solely on the basis of an honorary degree in official, academic or professional settings. The message is clear: an honour should be represented honestly, not used to create a misleading impression of academic achievement.
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One of the most dangerous arguments people use to justify irresponsible behaviour is that everybody is doing it. People cheat because others are cheating. They cut corners because they believe honest people are being left behind. They abandon professional standards because they think integrity is no longer rewarded. But the fact that a behaviour is common does not make it right. If other people falsify figures, you can choose to report accurate figures.
There is nothing wrong with being honoured for your contribution to society. The problem begins when an honour is presented in a manner that misleads others about one’s qualifications. Why should someone who has made a meaningful contribution to society feel the need to imply that they possess a qualification they did not earn? Why should recognition become an excuse to misrepresent the truth? These questions go beyond academic titles. They challenge our collective understanding of success, status and integrity.
A responsible person does not need to pretend to be what they are not. They understand that genuine achievement does not require deception.
One of the most dangerous arguments people use to justify irresponsible behaviour is that everybody is doing it. People cheat because others are cheating. They cut corners because they believe honest people are being left behind. They abandon professional standards because they think integrity is no longer rewarded. But the fact that a behaviour is common does not make it right. If other people falsify figures, you can choose to report accurate figures. If others take credit for another person’s work, you can acknowledge the real contributors. If others use their positions to intimidate people, you can exercise authority with fairness and respect.
You may not be able to change every person or reform every institution, but you can decide what kind of person you will be within that environment. Responsibility begins when you stop using the failures of others to excuse your own.
You may not control the behaviour of everyone around you, but you can control whether you contribute to the problem or become part of the solution. Before blaming society, examine your own conduct. Before demanding integrity from leaders, practise it in your own responsibilities. Before complaining about the state of the nation, consider whether your daily decisions are helping to improve it.
The workplace provides daily opportunities to demonstrate responsibility. A responsible manager does not blame employees for every organisational failure while refusing to examine their own leadership. A responsible employee does not wait to be monitored before doing what is right. A responsible business owner does not sacrifice customer trust for short-term profit.
Responsibility also means accepting mistakes, keeping promises, respecting professional boundaries, treating people fairly and being accountable for the consequences of our decisions. It is not enough to demand excellence from others; we must be willing to practise it ourselves. Organisations do not become ethical simply because they publish values on their walls. Their values become meaningful when people practise them, especially when doing so is inconvenient or personally costly.
Being responsible when being irresponsible seems convenient is not always easy. Integrity may cost you an opportunity, honesty may make you unpopular, and doing the right thing may appear slower than taking shortcuts. Nevertheless, your character is revealed not only by what you do when everyone is watching, but also by what you choose when dishonesty would be easier and the chances of being caught appear remote.
You may not control the behaviour of everyone around you, but you can control whether you contribute to the problem or become part of the solution. Before blaming society, examine your own conduct. Before demanding integrity from leaders, practise it in your own responsibilities. Before complaining about the state of the nation, consider whether your daily decisions are helping to improve it.
A better society will not emerge merely because we condemn irresponsible people. It will emerge when more people become willing to live responsibly. You do not have to become dishonest because others lie, or become corrupt because others steal, or even become irresponsible because others have abandoned their values.
Be the person you wish others would become. Let responsibility begin with you.
Yemi Adetayo is a leadership and performance consultant, counsellor and transformational catalyst. He can be reached through: [email protected]