The Wall Street Journal recently reported that financial service leaders are examining their cultures and employee attitudes on a range of issues to limit and manage risk. The reason for this examination is these business leaders recognize that statutory regulation and vigorous whistleblower provisions may not be enough to halt dangerous acts
I was thinking about Baskin-Robbins recently while working with clients on key questions about how to sustain organizational transformation for their workplace cultures. They asked, How do we sustain the changes we are putting in place? What do organizations do to reinforce their cultural standards? I held up the Baskin-Robbins
Sooner or later, each of us is going to say or communicate something that is hurtful, insensitive, or just plain stupid. Over the course of a business lifetime, this will occur on more than just a few occasions. To be clear, I’m not talking about the grossly out-of-bounds acts and
On July 30th, the Wall Street Journal reported the following on a recent meeting of the New York Fed: “Thomas Baxter, Executive Vice President and General Counsel of the New York Fed, stressed at the outset of his remarks that he was only speaking for himself, but he pointedly critiqued company culture,
During a routine physical, your physician informs you your blood pressure is extremely high. She advises you to live a healthier lifestyle, but beyond that doesn’t tell you how to treat the condition or what could happen if you do nothing. Not a very effective way of convincing you to
Consider two entirely different organizations: one is our largest automotive producer; the other, a massive federal agency. What General Motors and the Veterans Administration have in common now are acts of malfeasance that not only have created outrage, but tainted their reputations and the public’s trust. The facts are shocking.
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