Story

Why Are Men Missing From the Job Market?

Many of those who have given up on employment are struggling with pain and disabilities according to a new working paper by a Princeton economist. What this does not show is the reasons men are missing. I assert that in large part it is because of ageism which starts at around 45—and the difficulty in finding alternative employment when they are let go because of their age. Can we really afford to overlook a significant portion of our skilled and experienced senior employees? I recommend this interesting article from the New York TimesMillions of Men are Missing From the Job Market.

Credit: Rachel Levit/The New York Times

What Do You Know About Your Workplace's Culture?

It’s important to take the time to assess your own workplace culture, and how you fit into it. As I’ve written before, and in my new book (out in January!), there are a few types of workplace cultures, and being both self-aware and aware of your workplace is important to finding a job that will be psychologically safe. And, to take it one step further, if you work in a position where you have the ability to enact change on your workplace’s culture, then do it! Too many professionals today pay lip service to workplace culture without actually trying to make positive changes where they can. Is Your Workplace Culture a Good Fit for You?

Credit: BIGSTOCK

Human Resources: A Dismal Profession?

In all the discussion about Wells Fargo in the wake of their sham accounts scandal, there’s been no real mention of who or what was the direct architect of their corporate culture. In my opinion, human resources should be responsible for the integrity of an organization’s culture just as much as the CFO might be responsible for the integrity of that organization’s numbers. I’ve worked in HR – early in my career, I was an HR professional, and throughout my career, I’ve worked with HR roles within my portfolio of responsibilities – and I think it’s safe to say that HR needs to be held accountable for the cultural makeup of a company. They’re the team that develops incentive programs like the ones that allowed 5,300 employees at Wells Fargo to lose their jobs for following their culture’s status quo. They’re the team responsible for ethics training, handling whistleblowers, and helping employees deal with the strain of impossible sales quotas. In my new book (out in January) and in previous blog posts, I’ve compared workplace cultures to ticking time bombs, which go off when a company’s leadership neglects the reality of a workplace structured for scandal. When a culture is a ticking time bomb, HR is almost always part of that problem, either in the form of discouraging whistleblowers, creating programs that don’t truly address interpersonal conflicts associated with sales goals, or creating a veneer of caring about customers and employees that’s entirely false. I suspect much of this went on at Wells Fargo – just look at the HR gobbledygook on their website (which hasn’t been updated since 2015) for evidence of this. However, as much as HR can be part of the problem with workplace culture, they can also be part of the solutions to fix those problems – if only HR professionals had the courage and honesty to stand up, acknowledge cultural issues, and inform leadership in order to make actionable changes needed to avoid disgraces that harm customers as much as they harm the organization’s reputation. 

Photo: Getty Images via Wall Street Journal 

Regarding CAMH's Well@Work Program

I wanted to share this news about the decision I’ve made to rescind my donation to CAMH for their Well@Work program. It was not a quick or easy decision, and in the 11 years that the Faas Foundation has been supporting admirable non-profit organizations, we have never taken back a donation. However, in the face of continual failure to be transparent about how they were using the funds we’d donated specifically for the Well@Work program, we think this decision is the right one. I hope that with this news, CAMH will take a hard look at their organization and consider the well-being of their employees. Check out Global News for my full statements on this situation. 

Image: CAMH, Vince Talotta via The Toronto Star

Chatham-Kent Health Alliance: A Scathing Report

An investigation was commissioned by Ontario's Minister of Health and Long-Term Care "to examine and report on issues related to the governance and management" of the Chatham-Kent Health Alliance (CKHA). The investigators' report exposed a top heavy management team led by a bully CEO, governed by a negligent and neutered board of directors and a rat’s nest of toxicity. 

As the Faas Foundation is one of CKHA's top donors, we are very concerned on how this disturbing report will negatively affect CKHA's ability to attract and retain health care professionals and donors. This report could also affect the community, in terms of attracting employers and jobs to the area, because health care is a major factor in decisions to locate.

Over the last decade, I have met many CKHA employees and must emphasize that were it not for their passion, dedication and professionalism; patient care would have been severely compromised. 

These people worked under horrible conditions: "The CKHA organizational culture has been frequently described by both hospital and medical staff to be one of fear, intimidation, distrust and an unsafe environment in which to voice their opinions without retaliation. A hierarchical and centralized decision-making management style that also lacked in transparency was also frequently described."

My intelligence is that that the CEO and his cronies on management and the board are feverishly working on a public response to discredit the report. The public and the Ministry of Health and Long-Term care should not get sucked in by this. I can attest to the investigators’ findings, as I have witnessed the CEO in action and have spoken with many employees. Additionally, I was interviewed by a consultant commissioned by the CEO, where I clearly voiced my concerns about the climate, which were consistent with the report’s findings. The report by the consultant who interviewed me made zero mention of the critical comments expressed by myself and others he interviewed, and based on my experience, his report was typical of the 'snake oil salesmen' who tell the CEOs what they want to hear in order to gain additional assignments.

Based on my extensive research and as an expert in organizational culture and dynamics, the situation at CKHA is unfortunately more common than not. 

Thankfully, a Ministry-appointed Supervisor will be selected "to restore robust governance and administrative/clinical leadership to ensure sustainable and appropriate oversight of patient care and financial management." 

To the citizens of Chatham Kent - do not lose faith in what I consider to be a wonderful institution with incredible people who have managed to provide superior patient care under very trying circumstances. Please embrace them and continue to support them - with new management and governance, your investment will pay huge dividends.

To employees everywhere, if you are working in an environment similar to that of CKHA, make your voice heard in a safe way - citing this case study.

 

The Need for a Media "Mea Culpa"

On American television, the last few days have seen an unprecedented amount of conversations concerning the television media’s role in Donald Trump’s rise in the 2016 presidential race. These conversations, held on panel television shows by the same talking heads who couldn’t get enough of Trump a week ago, sound like excuses. This “mea culpa” from Nicolas Kristof of The New York Times is a good first step towards diagnosing how the media aided Trump’s ascendancy. However, as I’ve written before, it may be too late for the television news media to start standing up to Trump. He’s already captured the imaginations of a huge population of Americans. We can all hope that he won’t be the Republican Presidential nominee, but beginning to question him now may be too little too late. The news media should do all it can to rectify the damage it’s already done acting as “lapdogs” rather than “watchdogs,” as Kristof says. However, at this point, the purpose of the media acknowledging its role in Trump’s prominence should serve as a wake-up-call and a reminder to never allow financial concerns and audience building outweigh the duty of any news organization: to question, analyze, contextualize and inform. Read the full article at The New York Times.

Photo credit: Andrew Spear for NYT

Ghomeshi's Acquittal

Photo via CBC

Photo via CBC

Yesterday, former CBC host Jian Ghomeshi was acquitted in one of two sexual assault cases that have been leveled against him. I’ve written about him previously, but for anyone not aware, Ghomeshi was not fired by the CBC for the alleged assaults against him. He was fired for harassment (sexual and otherwise) and bullying at work, which was validated by an independent investigation conducted by Janice Rubin. In her report, Rubin highlighted a “host centric culture” where Ghomeshi, and possibly other hosts, were able to abuse others with impunity. In fact, the report concluded that “CBC management condoned [Ghomeshi’s] behavior.”

To date, the CBC has not taken similar action against any of their other hosts. Ghomeshi may well fight his termination legally, and he could successfully argue that the real reason he was fired was the negative publicity regarding his sexual assault charges, rather than his behavior at work – behavior that other hosts have echoed before him and may well be continuing at this time.

The CBC would be wise to dust off Rubin’s report and take action against other hosts implicated in the report, in an attempt to avoid any successful attempts by Ghomeshi to challenge them. This would be a tragic outcome for those he abused at work.

Check out my previous blog posts on Ghomeshi for more commentary: 

Trump's Propaganda Machine

According to the New York Times, Donald Trump has received almost $2 billion in free media coverage. That’s more than all of the candidates, Republican and Democrat, combined. What the cable media has not sufficiently done is challenge him on his lies, threats, vulgarities, hate mongering, promises and his inability to provide substance on almost every element of what voters need to know to evaluate his intellectual and practical capability to be President of the United States of America. This begs the question – why??  Has the media, like Chris Christie and Ben Carson, been bought by Trump? As an aside I happened to see Christie at Trump’s future Winter White House, Mar-a-Lago, literally feeding at the trough.

Melissa Jelsten of the Huffington Post wrote an excellent piece last week called “Donald Trump is Successfully Conning the Entire Country,” that calls Trump out. All of the journalists covering Trump should study this and start practicing their profession as investigators and critical analyzers, rather than viewing Trump coverage as entertainment.

Regardless of what we may think of Mitt Romney, he got it right when he predicted how Trump would react to his comments. More importantly, he challenged Trump to prove him wrong by disclosing his income tax forms and comments to the New York Times editorial board. Rather than take up Romney’s challenge, Trump, with cable media playing along, predictably trashed Romney in the same dismissive tone and fashion that he always uses against anyone who opposes him.

Unless our television broadcasters provide more balanced coverage, expose his lies and inconsistencies and force more transparency from Trump, he will have a great advantage come November. Even his advisors, who are relatively unknown, untested and dubious, have been severely underreported on. Additionally, Trump’s ongoing “torture first and ask questions later” attitude towards terrorists, especially in the wake of these horrific bombings in Brussels, has been only weakly challenged by the media, and out and out echoed by his top opponent, Ted Cruz. Trump’s temperament and mental state should also be called into question, but since the media has already spent $2 billion on non-informational Trump coverage, I don’t expect any substantive progress on that front either.

Unfortunately, whatever the cable news does to provide more sensible perspectives and coverage may be too little too late. Huge damage has already been done by unleashing an immense level of bigotry, hate and intolerance, in much the same way Hitler fueled it in Germany in the early thirties and McCarthy did in the United States in the early fifties. The media must take much of the responsibility for this because they have become, for all intents and purposes, Trump's propaganda machine.

As a Canadian and seasonal resident in Florida, I am starting to feel unwelcome in the United States due to this huge shift in values. His continual alienation of the Muslim community is not only blatantly offensive, but logistically risky, as they should be the US’s natural first line of defense against terrorism motivated by radical Islam. Additionally, there’s my alliance with the other groups who are threatened by Trump’s reign: the eleven million undocumented immigrants in America, supporters of free speech, the innocent children and spouses of those who may be targeted as terrorists, and in the future, those who dare become witnesses, defenders and resistors of an authoritarian rule.

 

Bullying: One Of The Greatest Risks To The Organization

I recently wrote a featured piece for Directors & Boards about workplace bullying's harmful impact on organizations. Here is the first paragraph:

Rarely a day goes by when there is not a story in the media about abuse of power, inappropriate behavior, and corruption and greed on the part of leadership in every segment of our society worldwide. Whether it is business, industry, government, military, police services, education, law, social services, health care, sports, journalism, media or religion, none have been immune...

Read the rest here!  

Emotion Revolution in the Workplace

Dr. Marc Brackett, Director of the Yale Center for Emotional Intelligence, announcing the new initiative.

Dr. Marc Brackett, Director of the Yale Center for Emotional Intelligence, announcing the new initiative.

I'm proud to announce a joint initiative with The Faas Foundation and the Yale Center for Emotional Intelligence to create the Emotion Revolution in the Workplace. In order to build positive work climates, this groundbreaking initiative between business and academia will investigate the role emotions play in the work environment, including:

  • How employees feel about their work
  • Why they feel the way they do
  • The impact emotions have on individual and organizational performance, overall health, and well-being
  • How to effectively build positive workplace climates

"We are excited that The Faas Foundation has decided to partner with the Yale Center for Emotional Intelligence to bring emotional intelligence into the workplace. Last year, we successfully launched the Emotion Revolution in school settings with the Born this Way Foundation, founded by Lady Gaga and her mom, Cynthia Germanotta. Now with support from the Faas Foundation we can launch the Emotion Revolution in the Workplace in order to promote psychologically safe and healthy workplaces for all employees," said Dr. Marc Brackett, Director of Yale Center for Emotional Intelligence.

The project's mission is to empower employees at all levels to increase their engagement, productivity and wellness through identifying and reducing unnecessary stressors in the workplace. To accomplish this, the Emotion Revolution in the Workplace will conduct a survey of 10,000 employees across North America beginning May 2016.

The need for an Emotion Revolution in the Workplace is greater than ever before.  Gallup reports that 70 percent of American workers aren't engaged and a Stanford University study indicates that more than 120,000 deaths may be attributable to workplace stress. Up until now, it's been difficult for business, industry and politicians to gauge the perspective of the working class. Because of that it's been difficult to break the code in order to quantify the value of workplace culture.

By collecting anonymous data about these conditions, this initiative will be able to further the scientific understanding of how to effectively build positive and productive work climates and connect workers with the emotional tools they need to reach their potential and achieve healthy and happy lives.