What drives you?

In these pages, I have often warned of the dangers for management to drive performance via emotional and economic pressures.*

It’s worth reminding ourselves that if we work for an organization that drives performance primarily through pressures like reserved parking spots, office size, weaponized dashboards and bonuses, we can choose not to let these things drive us.

What drives your performance? Would you be as excited to do you work if there was no promise of a bonus or a plaque at the end?

If not, might it be time to contribute elsewhere?

* Based on the findings of Primed to Perform.

Power and prejudice

To Kill a Mockingbird was published 60 years ago today. In light of the racism still permeating our society, it seemed fitting that I add it to my book list.

I won’t pretend that the character of Atticus Finch is perfect. No man is. But he is the type of father I would like to model. I would like my kids’ school principal to be like him. I would gladly work for him. And I certainly would vote for him.

That last action is important. Our duty as citizens is not simply to vote, but to vote for ethical leaders. To elect a leader is to put her in power. And racism is born out of prejudice from those in power. If we want to eradicate institutionalized racism, we must elect better leaders.

Find an unheard voice

Many of us are learning for the first time about the “unheard voices” in the world.

We are learning that they exist in the billions and that they have been silenced, on purpose, for centuries.

The sense of shame and powerlessness could be overwhelming. Let us not succumb to it, like so many others have done in the past. Their inaction preserved the status quo and we want no part of this for ourselves.

Simply look around you and find an unheard voice. Just one. Introduce yourself. Listen. Start a conversation.

Then help.

Let’s go for a walk

We’ve all been in the office of a professional and felt intimidated and rushed. Whether it was a doctor or a lawyer or an accountant, we felt mildly stupid and taking too much of their time. Often it wasn’t something they said; it was simply all the diplomas on the walls and the big words they used and the speed of their speech.

Let’s make sure that we don’t make employees feel the same way when they seek our help as ethics & compliance professionals. For example, they should not feel bad about the fact that we can spot from a mile away a conflict of interest that is invisible to them, or that they didn’t know how to make a “noisy exit” during the inappropriate sales discussion at the trade show.

I once had a mentor who always took time to listen to me. Whenever I was facing a difficult situation and needed advice, he’d say “Let’s go for a walk”. Such comforting words! I knew I would get all the time needed, all the attention necessary.

Perhaps we can’t go on a walk with every employee seeking help. But we can make them feel seen and heard. Sometimes, that’s all they want.

Ease the stress

As the pandemic wears on in the United States (thanks in large part to people who selfishly refuse to wear masks), workers are exposed to ongoing stress.

This stress weakens their ability to respond to challenges at home and at work, challenges brought on and exacerbated by the pandemic itself. More people than ever need help and no one is at their best to provide that help.

Stress leads to pressure and pressure often leads to wrongdoing. Now is the time for leaders to check in with their team members and ease work-related pressures. Create space for your employees to take care of their kids stuck at home, to support their spouse who lost a job, or to bring groceries to their elderly parents. Don’t treat them as cogs in a machine but as human beings who, like you, are struggling.

Truth and trust

“Whoever is careless with the truth in small matters cannot be trusted with the important matters.”

Albert Einstein

Today we will be presented with numerous opportunities to speak or to remain silent.

Each opportunity will either build trust or destroy it. Being truthful, and true to yourself, is a sure way to build trust.

How would you know, you might ask?

Think of a time you were lied to.

Basic rights

If one of your mechanics walks into your motorcycle repair shop one day and says “What I’d really like to be doing when I work here is play the violin for the other mechanics while they work”, you don’t have to accommodate that.

But if one of your employees says that they want to be treated with dignity and respect as a human being while they work, you can’t say “Oh, I’m sorry, it’s just not part of our culture here.”

We are the solution because we are part of the problem

The parent who has forgotten what it’s like to be a child doesn’t understand why her kid won’t keep his room clean.

The coach who cares only about winning is frustrated by the athlete whose goal is simply to keep in shape.

The boss who doesn’t believe in friendships at work is surprised at how few people apply when he has an opening.

“Problems are not divorced from the way we think about them.”

Derek and Laura Cabrera, in Systems Thinking Made Simple

Never try to solve a problem assuming it has nothing to do with you.

Financial peace

Perhaps you’ve heard of Dave Ramsey, the personal finance guru.

The foundation of Dave’s advice is simple: before you invest in or spend on anything, you must be debt-free and have an emergency fund large enough to cover 3 to 6 months of living expenses. Anyone who followed this advice before the crises of 2001, 2008 or 2020 found themselves on much better footing, at least financially.

This advice is also valid for businesses. Think of a business that was recently forced to close for several months because of the pandemic, and imagine that it was debt-free and could cover payroll and other expenses for 6 months. Can you see the financial benefits for both the owner and the employees? Now imagine an entire country where small businesses are set up this way.

We readily see the moral obligation of a parent to protect the household from financial ruin. It’s time we conceive of a similar ethical obligation for employers.

Why land on the moon?

We all heard the story of the 1960’s NASA janitor who saw his job as helping mankind land on the moon.

The story is intended to show that any menial job can be elevated if part of a greater enterprise, that we can find meaning in purpose.

But even a goal like landing on the moon is meaningless if not tied to a greater purpose. Going to the moon was then seen as a way to understand our origins and secure our future. I don’t know about you, but if I had to sweep floors to further that vision, I would, and I would do it well.

So the question is: what vision is your organization offering today? Is it compelling enough to create ambitious goals? Can it rally your teams around focused projects? Can every employee find meaning in the unique tasks they are asked to perform?

And above all this, are you making the world a better place?