A few days ago, I shared a post on my LinkedIn that generated intense conversation.
“Even a $1.3 billion astronomer CEO can’t escape the black hole of bad behavior—HR will always be the gravity check.”
It wasn’t just a clever metaphor. It was a reminder that no matter how visionary or valued a leader may be, no one is above the ethical code of the workplace.
Yet history keeps repeating itself.
Why This Blog Matters: Because History Keeps Repeating Itself
This isn’t the first time a leader at the top has blurred personal choices with professional power—and it won’t be the last unless we learn from it.
Here are a few examples:
- Bill Clinton and Monica Lewinsky – A sitting President involved in a relationship with a young intern. The imbalance of power was undeniable, even if the relationship appeared consensual.
- Travis Kalanick, ex-CEO of Uber – Under his leadership, Uber’s culture was described as aggressive and toxic, with allegations of gender discrimination and harassment exposing deep cultural flaws.
- Phaneesh Murthy, ex-CEO of iGATE – Forced to resign twice in his career over sexual misconduct allegations involving subordinates, despite being a high-performing executive.
- Rakesh Sarna, ex-MD of Indian Hotels (Taj Group) – Ousted following an internal complaint of sexual harassment from a junior colleague.
The pattern is clear: brilliant leaders, powerful positions, personal boundaries crossed, and a price paid—eventually.
The cost? Not just careers, but reputation, team morale, and company culture.
- The Real Issue Isn’t Just the Relationship—It’s the Power
Many justified the relationship by saying, “It was consensual.”
But consent isn’t always clear when there’s a power imbalance. When one person controls the other’s career progression, pay, and performance reviews—is that really an equal relationship?
In this case, the CEO and the HR head were romantically involved. It’s not just about two adults making a choice—it’s about what that choice signals to the entire organization.
What happens to employees who’ve been raising ethical concerns? What message are we sending to individuals who feel uncomfortable but powerless?
- The Fallout: One Gets a Parachute, the Other Gets a Stigma
In many such cases, the superior walks away with a golden parachute—a soft landing, a reputation rehab, and sometimes, a cushy board seat within months.
But the other person often bears the brunt. They are labelled, socially isolated, and struggle to rebuild credibility. If there was any coercion masked as consent, their story may never be heard.
The wider impact is on the team. Many employees lose faith in leadership, question the company’s values, and quietly disengage or exit. The cultural cost is far greater than the media headlines.
- Defining the Workplace: It’s Not Just About Office Hours
A common argument I saw was, “What people do after work is their personal business.”
But the workplace is not limited to your desk or your timesheet. It includes the entire system of hierarchy, influence, and power. Even if something occurs outside work hours—if it involves misuse of authority, conflicts of interest, or perceived favoritism—it becomes a workplace concern.
When you carry your power beyond office walls, your responsibility follows too. You are still colleagues throughout the “course of employment,” not just within office premises.
- One Question I Always Ask Leaders
Ethics can often feel complicated. But I’ve found one question that cuts through all the grey:
“Would your child or family be okay knowing you did this?”
If the answer is no, it’s a clear sign that something about the act isn’t aligned with who you want to be—not just as a leader, but as a person.
- Is the Blame Gendered?
One person raised a provocative point: “Why is the man being blamed while the woman in HR gets a pass?”
It’s a reminder that accountability must be equally distributed. Both individuals held senior roles, and both bear responsibility. The gender of the person in power shouldn’t sway public perception or consequences.
That said, it is often the superior—regardless of gender—who takes the fall first, and rightly so, because they hold the greater position of power and responsibility.
- Where Was the System?
The silence of bystanders was also questioned: “HR head and their team wasn’t the gravity check! Others knew and ignored as well.”
This comment draws attention to organizational blind spots. If others in leadership were aware and turned a blind eye, the issue is no longer about just two individuals—it becomes a failure of compliance, oversight, and values at both the board and organizational levels.
What Every Leader and HR Must Take Away
- Power doesn’t excuse poor judgment—if anything, it raises the bar.
- Relationships across hierarchies must be declared, assessed, or avoided.
- HR must be a watchdog for culture—not a bystander.
- Accountability must be transparent and consistent—regardless of designation.
- Genius without integrity is a liability—not an asset.
- Code of conduct training and whistleblowing mechanisms must be stronger.
In Closing
From the White House to the C-Suite, these patterns show us that even the most brilliant minds are susceptible to ethical lapses—especially when accountability is weak.
This blog isn’t about moral policing. It’s about calling out the structural silence around the abuse of power.
Because when leadership fails to draw the line, the damage trickles down to everyone else.
Ethics, trust, and respect must be non-negotiable—not optional—no matter how powerful, popular, or profitable you are.
Because in the end, it’s not about what you achieve—it’s about what you stand for.
Please reach out to us for implementing Strong Code of Conduct in your organization.
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