The long-time Weinstein abuse and harassment was both widespread and known in the entertainment industry and beyond. It was an “open secret” that at least one major media outlet knew about, but didn’t report on, and it existed in an industry that is outspoken in its support of individual rights.
What kept the lid on was power. The power to end careers, end deals, and end financial contributions.
Power can keep the lid on within organizations too. A person with the power to fire, demote, destroy a career or a reputation can effectively keep the lid on abuse that is both well-known within the organization, but contained. I once worked with a very large organization where both the chief executive and the board had no idea that a senior executive’s abusive behavior was widespread, but no one wanted to tell the CEO for fear for their jobs, and a concern that the situation wouldn’t be adequately addressed.
These situations can quickly destroy an organization’s culture and create a major problem for senior management.
The solution: Chief executives and boards need to have two elements in place: A mechanism to alert them to these kinds of situations, and an impeccable process to address these situations when they surface. There are several effective ways to do both.
What are you doing about this?
Copyright 2017 Bob Legge
Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust. He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years. Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family.
Contact him at: firstname.lastname@example.org.