This story is harrowing. The Jimmy Savile sexual assault scandal at the BBC is one of the worst ways a harmful workplace culture can manifest itself. The report described in this article cites a culture at the BBC that “discouraged young women from filing complaints” about “sexual misconduct or harassment in particular.” Just as upsetting is the idea presented in the report that the atmosphere for whistle blowers is even worse now than it was when Savile was there. What explains the gross negligence at the BBC? Was it a culture of indifference, a lack of knowledge or a lack of belief? Considering the ample evidence amassed (over 400 witnesses to Savile’s abuses were interviewed to compile the report), it’s easy to believe that the truth was willfully ignored by those who didn’t have the courage to stand up to the worst of the worst kind of workplace bully. You can read more about the scandal at The New York Times.
Response to Marcel Aubut Harassment Probe
The situation at the Canadian Olympic Committee did not need a costly inquiry into what is frankly a rat’s nest of a work environment to take action. Based on the timeline presented in this article, almost everyone at the job was aware of the sexual and personal harassment taking place. Even non-COC staff reported seeing abusive behavior on the part of former COC president Aubut – so the bullying was clear even to outsiders. He should have been removed sooner, in addition to others who engaged in harassment – many of whom are apparently still present at the COC. You can read more about the probe at The Globe & Mail.
Notes on "Chronic Indifference at Veterans Affairs"
The situation described here at the US Department of Veterans Affairs is either a case of not knowing how to handle organizational cultural restructure, or “chronic indifference” as the author puts it. It seems to me that people at the top are being protected, while low-level employees are playing the role of sacrificial lambs – all the while whistle blowers are being retaliated against for pointing out glaring disconnects within the system. Note that not one senior level executive has been fired, despite the mismanagement and corruption. Read the full article at the Wall Street Journal.
Photo Info: Robert McDonald 2014, via WSJ and Getty Images
Response to NYT Piece on Depression in the Medical Profession
This article is extremely brave in the way it stands up to social shame surrounding mental issues. However, it’s important to note that while depression and mental illness are highly stigmatized in the medical profession, stigma and fear of reporting are not unique to any one profession. Some professions may have more humiliation associated with mental illness than others, but the issue is pervasive across industries and sectors of the economy, and the negative impacts on organizational structures are the same. By creating psychologically safe work environments where employees struggling with mental health concerns can disclose feelings without fear, organizations will benefit along with their employees. Read the full article at the New York Times.
Art Credit: Jody Barton for NYT
Response to "Is Your Workplace Full of Corporate Bullies?"
This overview of workplace bullying, or “workplace incivility” as author Dan Pontefract puts it, is really helpful for diagnosing any harmful activity taking place in your workplace. In addition to the stats presented in the article on how bullying affects productivity, noted psychologist Heinz Leymann found that 95% of people who have experienced workplace bullying also exhibit signs of PTSD after incidents. The costs, both financial and human, of workplace bullying are too high. Check out the full article at Forbes.
Photo Credit: Thomas Ricker for Forbes
Response to "Saving Corporate Cash by Hiring a Chief Health Officer"
I agree with the suggestion that businesses should take on Chief Health Officers to improve employee quality of life. However, I would like to take this opportunity to point out that there’s more to “quality of life” than physical health. Agus does make mention of workplace stress, but over 120,000 annual deaths in North America are related to workplace pressure. If Chief Health Officers are to become an industry norm, there must be a greater emphasis on creating psychologically healthy workplaces, in addition to physically healthy ones. Check out the full article at The Wall Street Journal.
Photo Credit: Getty Images for WSJ
"Commit to Caring for the Culture More than the Quarter"
“You have to commit to caring for the culture more than the quarter.” This is the ideal mantra that every business leader should adopt. Jessica Herrin, founder and CEO of Stella & Dot Family Brands, was recently interviewed for the New York Times, and she seems to have the right idea about putting employees and business partners’ psychological safety first. If more CEOs had the same attitude, they’d see a difference in the quality of the work their employees do and a difference in their bottom lines – not to mention that creating an environment of well-being is simply the right thing to do. Check out the full interview at the New York Times.
Photo credit: Earl Wilson for NYT
Drawing the Connection Between School and Work Related Stress
According to this great New York Times article, the pressure to succeed is making school children experience anxiety and depression at alarmingly high rates and alarmingly young ages. The data in this article begs the question – if children in school are experiencing these levels of stress, what effects are our workplaces having on us? Last year, a Harvard study found that over 120,000 annual deaths in North America can be attributed to workplace stress in some way. If our school cultures are focused on getting into colleges above all else, as reflected in this article, then what are our workplace cultures focused on, and how is it impacting employees?
Art Credit: Lale Westvind for NYT
Defining Corporate Culture
Corporate culture, while immensely important to creating psychologically safe workplaces, can be difficult to define. This article by Jacob Morgan provides an interesting framework to define and create corporate culture. To paraphrase the article, it’s less about giving employees free snacks and more about creating an environment of inclusiveness that promotes engagement and productivity. Check out the full article at Forbes. Graphic credit Jacob Morgan.
Response to NYT Jet.com Piece
It’s gratifying to read about a company that seems dedicated to creating fair and psychologically safe workplaces. The notion of a “durable culture” of transparency, generosity and putting employee well-being first is the perfect perspective for any CEO or board of directors to take when it comes to management strategy. Read more about Jet.com at the New York Times. Photo credit: Cole Wilson for the NYT.