I met with a few relatives yesterday.
We hadn’t seen each other in over a year. We were all vaccinated. We met outdoors. Many of us were wearing masks.
Several times I heard one person ask another: “Can I hug you?”
I question that meant “I’ve missed you,” “You mean a lot to me,” “I’m so glad to see you,” “I haven’t hugged anyone is such a long time.”
A question that also meant “I’m not going to assume that you are OK with me hugging you.”
One relative picked up on that last meaning and reflected out loud “Perhaps we should have been asking this question all along.”
Everyone knows to have a rainy day fund.
Yet, few people have one, despite the fact that cars break down, roofs leak, and pandemics hit.
Today I listened to this story of a businessman and it reminded me of the responsibility businesses have to build rainy day funds. After 22 years in business, this man was unable to pay his business rent the first month of the pandemic. Since then, he has borrowed $130K to keep his business open and had to scrap his retirement plans.
A personal rainy day fund is a responsibility we have to protect our families. A business rainy day fund is a responsibility we have to protect our employees, suppliers and customers.
If you don’t have one, start one today. If you do have one, make sure it can cover one year of expenses.
It will rain again.
There were three candy bowls on my office floor.
There were snacks in the kitchen and, occasionally, leftovers from a business lunch.
I often had lunch with colleagues in the cafeteria. Sometimes we went out to eat.
One Friday each month someone would bring breakfast treats for the whole floor. Once a year we had a holiday pot luck.
I’ve had meals at my boss’ home. I’ve had my team over for dinner at my house.
My best memories of business travels around the globe all have one thing in common: sharing some local fare with colleagues, everyone joking and laughing and smiling.
All this is gone now.
Food is a connector. It brings us together. It forces different conversations, revealing who we are and not simply what we do. We crave these connections. Breaking bread together is a tradition in all cultures. To be human is to eat together. From times immemorial.
We can’t fill this need with a Zoom meal. This craving will remain unfulfilled until the pandemic is over. It will affect the mental health of every employee to some degree.
Leaders must be mindful of this reality. They must find other ways to connect with their team. They must ask employees to follow social distancing rules, to wear a mask, to wash their hands and to get vaccinated.
May we all soon get back together and raise our glasses to good health.
A waiter paid $2.13 an hour is as vulnerable as a salesperson who lives almost exclusively from commissions. Neither can earn a living without the tips or the commissions. In good times, that might not be a problem. In a downturn, that financial pressure will often lead them to engage in wrongdoing.
A recent study of “tipped service workers” show that many do not enforce COVID-19 safety measures at their bar or restaurant for fear of losing their tips (the study also shows in increase in harassment of such workers). In an economy where tip workers have lost half their income because fewer people go out to eat, workers cannot afford to lose their tips. Even if this means putting themselves and others at risk.
So when a patron gets up from their table to go to the bathroom and doesn’t wear their mask, the waiter reluctantly looks the other way. Or, worse, when a patron asks his server to take off her mask so he can decide how much to tip her (gasp!), she puts her health, and other people’s, at risk. According to the CDC, adults who had contracted COVID-19 were twice as likely as virus-free adults to have recently dined at a restaurant (source).
A big part of the solution is to pay employees a fair wage, so they don’t feel pressured to break the rules. A salesperson who can pay the rent is less likely to forge the signature of a customer on a fake contract to make his monthly commission. A waiter who can keep the heat on this winter is more likely to keep her mask on too.
And for goodness’ sake, let’s tip generously.
I wrote 140 posts so far this year.
Curious about what single post had the most views in this year of pandemic and social injustice, I was surprised when my stats showed a 2017 entry, which was viewed twice as often as my most popular post from 2020.
In this post on stoic patience, I quote Marcus Aurelius’ advice that we should live life truthfully and rightly, and be patient with those who don’t.
2020 has indeed been a year when many have suffered, and in some cases died, because of the lies and wrongdoings of a few. In the face of injustice, many lose patience. But losing patience comes at a cost. Suffering and injustice should strengthen our resolve, not diminish our patience. It should propel us into just action, not into other forms of injustice.
Marcus would remind himself every morning that he would meet, in the course of his day, people that are rude and selfish and lying. He knew that a world without jerks is impossible. And so he simply accepted this reality and prepared himself to respond with kindness.
And so must we.
Let’s end 2020, and start 2021, with more truth and kindness and patience.
If you work for a company that has a Code of Ethics, chances are your employer promises to create a safe working environment for you.
This means clear paths (no tripping hazards), low-noise environment, safeguards on the machines (so you don’t lose fingers) and a no-alcohol/drug policy – among many, many other obligations.
Soon, your employer will also have to decide if this commitment includes mandating that all employees get vaccinated against COVID-19. To be clear, employers can legally impose such a mandate.
But will everyone in the c-suite agree on what the right thing to do is?
We have a rule preventing company insiders from trading their stocks on non-public material information.
This rule is frustrating to some insiders who otherwise could make millions of dollars. But what if there was a way around this rule?
Well, there is. Another SEC rule, Rule 10b5-1, allows company insiders to set up a predetermined plan to sell company stocks. The price, amount, and sales dates must be specified in advance. The rule assumes that insiders can’t possibly match these future trading dates with the release of material information. That’s an obviously wrong assumption in my opinion. Insiders are the very people who are most likely to be in a position to control when material information will be shared with the public.
And so, today, NPR reports that the Pfizer CEO implemented his 10b5-1 plan last August 19 and, the next day, announced positive news related to Pfizer’s work on a COVID vaccine. Pfizer stock soared. Then, this Monday, Pfizer announced that its vaccine candidate was found to be 90% effective. The stock soared again. Oh, and Monday was also the day that the CEO sold $5.6M worth of stock, as detailed in the plan filed in August.
Purely coincidental, right?
Of course we can expect the SEC to change the rule to prevent this type of abuse. And then we can look forward to the creativity of another insider.
Ohio Republican Governor Mike DeWine wishes Trump “had a more happy relationship with masks.”
His state is suffering from its highest number of confirmed COVID-19 cases and DeWine understands how tone at the top works. When the President attends rallies in red states with tens of thousands of tightly-packed and unmasked supporters, what’s a Buckeye to do?
It reminds me of the day I walked into the office and my boss wasn’t wearing a tie. When I asked him why, he said his boss wasn’t wearing a tie the day before. His boss’ boss was the newly appointed CEO, who decided he wasn’t going to wear a tie to the office. By the end of that week, the entire corporate office was tie-less. No memos went out. We just followed the leader.
The fact is, we don’t need to be President or CEO to impact our corner of the world. We all have people looking up to us or depending on us. They watch our every move and will behave in ways they hope will gain our approval. It’s our responsibility to set the right tone.
Over 230,000 people have died of COVID-19 in the US. One thousand more just yesterday. Forty-seven percent more people were infected yesterday than 2 weeks ago (over 100,000 in one day).
Please wear your mask. It saves lives.
According to this article, most homebuyers are not warned about the new flood or wildfire risk caused by climate change. They know a lot about their new home: quality of schools, access to public transportation, and presence of lead paint. But they don’t know about the rising risks associated with climate change, mostly because the law doesn’t require disclosure.
Which got me thinking: are companies adapting their new employee training and onboarding process to account for the new risks associated with the pandemic and social justice?
It turns out that cows react more positively to a live human voice than they do to a recording of that same voice. It might be a stretch to assume that humans react the same way but I’m willing to bet $1 that we do.
Personally, I derive a great sense of satisfaction when my wife an I host friends at our house for dinner around the fireplace. That sense is greatly diminished when those friends are on FaceTime (because of COVID). Same people, same conversation, same fireplace in the background. But what we hear and see is effectively a digital recording of the real thing, and we simply don’t react the same way.
If your company is planning its office space for the post-COVID era, consider that, 6 months from now, employees might have a stronger desire for in-person conversations than they have now. Make sure there is room for them.