Many shaky business practices have been destroyed by the current pandemic. At the top of the list is the “necessity” for most employees to work at the office 5 days/week.
When the dust settles, some of these practices will remain and others will have been born with the creation of a new normal. Will we wait for another global shift to knock them down?
A leader’s job is to challenge the status quo. What needs your attention today?
(And now is also a good time to look at shaky home practices)
If you work at a large corporation, two things are likely:
If that’s your situation, you’re in luck. Your company is keeping people on the payroll to educate you about business ethics and to answer any question you might have. Take advantage of it.
If you pay attention to what’s going on around you, you should be able to come up with a business ethics question every day. Listen to the news, listen to your colleagues, think of a friend’s situation at work, and you’ll soon find a question to ask, like:
In fact, even if you don’t feel the need to ask a question of your compliance guru, you should come up with one – every day. Write them down in your Notes app or on a piece of paper. Just one, but every day. Let them pile up until you have dozens or hundreds. Develop the skill to see what could be better, safer, more just. This will build in you an urge to do something.
If everyone imagined a better world, it would come faster.
Several companies (like this one) are being sued for selling COVID-19 “at-home” tests or “virucides” that can’t deliver on their promises (or aren’t delivered at all). This type of behavior happens with every crisis. And every time, our conscience is shocked by those willing to prey on the scared and vulnerable.
Somehow, our conscience is not as troubled when someone similarly takes from the rich and powerful. Even less so when the goal is to give to the poor and helpless.
If we continue down that scale, we get to most of us. We work for reputable companies, making good products and charging fair prices. And then, one day at quarter-end, we risk missing our numbers (and our bonus), so we decide to ship the lot without inspecting all the parts as required. Perhaps nothing will happen. Perhaps no one will know.
But you will know. And it will gnaw at your conscience for a very long time. Long enough that you’ll wish you didn’t find yourself anywhere on that sliding scale.
People, planet and profit, otherwise known as the triple bottom line.
Think of the leadership messages in your company before the pandemic. What percentages were devoted to people, planet and profit?
And now?
In most companies, there’s been a significant shift. And not just in percentages but also in sincerity.
Here’s to hoping that when the pandemic fades, our caring for others doesn’t.
The US Federal Reserve is expected to release a survey today showing that 40% of workers in households making less than $40,000/year lost a job in March.
In other words, the less you can afford to lose a job, the more likely you are to lose it during this pandemic.
We’ve always known that a higher education leads to a higher salary. Now we see that a higher salary leads to a higher job security.
For employers who truly care about their employees and aren’t sure how to protect them from future downturns, consider a tuition-reimbursement program. This type of benefit will attract better candidates, increase retention, and boost loyalty and performance. More importantly, your employees will be better prepared for the next crisis (and there will be one).
An educated workforce is a stronger workforce.
During this pandemic, many of us are learning that a shortcut to happiness is to make others happy. Let’s hope that this is another reality that survives the pandemic.
Sure, it’s fun to hope that employers will let us work from home a bit more in the future. Or that we might be able to dress a bit more casually. But it’s a lot more exciting to imagine a world where leaders are genuinely concerned about their employees’ wellbeing, even if only because they realize that it’s the only way to maximize performance.
When there is no need to protect employees from the virus anymore, there will be other needs to fill.
There’s a lot of discussion about how this pandemic has changed certain things for ever, how certain things won’t get back to normal when it’s over.
Isn’t it possible, if we pay attention, that this is true even on a normal day?
I was recently introduced to this nightly meditation: “What might you have done for the last time today?”
Think back of a sport you haven’t played in many years. For me it’s hockey, back when I was a teenager. I might play again but it’s unlikely. I can assure you that when I walked off the ice that last time, it never dawned on me that I might never play again.
If you are a parent, did you pay attention the last time you tied the laces on your child’s shoes?
When things go back to normal, let’s get better at seeing that there are no ordinary moments.
Many of us work in an industry that is affected by the pandemic.
Each week that passes increases the pressure to get going again. Employees, customers and suppliers are hurting.
Soon, some in your organization will feel justified in cutting corners. Who are they likely to be? Where in your organization are they likely to sit? When are they likely to strike?
It will happen, and you won’t be able to fake a surprise.
Get the answers now.
A good portion of the emails I receive nowadays include a wish that I am doing well.
With tens of thousands of new cases of COVID-19 every day, it’s a reasonable wish to express.
In my organization, it starts at the top. Our CEO sends a video message every week asking employees to make their health and well-being a priority.
I have noticed that many organizations are not only communicating more but communicating better. They are not only providing technical support to employees who must work remotely, they are providing emotional support.
When this pandemic no longer puts our health at risk, will these practices go away?
I hope not. Everyone of us is under some type of threat on any given day, often invisible to our co-workers. We care for a troubled teenager or a sick parent, our marriage is shaky, we struggle with medical bills… you name it.
Perhaps it’s not the place of co-workers to mingle in such private affairs. Nevertheless, there’s always a place for well wishes.
In her book Giving Voice to Values, Mary Gentile recommends that we play out ethical dilemmas before they happen. When a supervisor routinely gathers her team and asks “How would we handle this scenario?”, they have a much better chance at doing the right thing when it actually happens.
This is what Richard Bistrong is recommending that we do before the economy reopens. When it does, there will be pressures from customers, suppliers and senior leadership to get back on track as quickly as possible. Inefficiencies from regulations and internal policies that were tolerated in good times will become infuriating. Even good regulations and policies will be questioned. “Can’t we just skip this step, just this time?”
The pushback will be understandable. In fact, it should be invited at all times. But the best decisions will not be made under extreme pressures after months of idleness and isolation.
Identify your future tough decisions now.
And start the role play.
The Ethical Leader 