At the end of John Beohner’s press conference responding to his sudden resignation, there was this exchange:
QUESTION: Can you talk about what you think your legacy is as you’re leaving? What are your most important accomplishments, and what are you going to do on November 1st? Are you moving to Florida?
BOEHNER: I was never in the legacy business. You all heard me say it, I’m a regular guy with a big job. And I never thought I’d be in Congress much less I’d ever be speaker. But people know me as being fair, being honest, being straightforward and trying to do the right thing every day on behalf of the country. I don’t need any more on that.
I will frequently inveigh here against the fallacy of consequentialism, the mistake of believing that whether conduct is ethical or not can be judged by its results. This leads inexorably to an “ends justifies the means” orientation and a misunderstanding of ethics. The ethical nature of an act can only be weighed according to how it was arrived at, its intent, and whether the conduct itself meets the tests of one or more ethical systems. Then moral luck takes over: an ethical decision can have catastrophic consequences and still be ethical, and the most unethical conduct can have wonderful results.
In life, however, and especially in some fields, ethics isn’t enough, and we all know it, or should. This is why consequentialism can’t be snuffed out of our thinking. There are fields of endeavor in which results are the primary standard by which we can—and should— judge whether someone was competent in the role he or she took on for themselves when others could have done the job better. In these fields being ethical isn’t enough, and often is grossly inadequate. If one is a leader, for example, it cannot be right to lead those behind you to disaster, indeed to fail. In a field that is defined by the successful completion of a task that affects others, failure and ethics are incompatible. A failed leader is a bad leader. The objective in leadership is not just to “do the right thing,” but to succeed at ethical objectives in the right way. Continue reading