COVID May Be Here for a While

COVID May Be Here for a While

I recently saw a comment from an old business colleague of mine on Facebook which effectively said that until we get back to selling face to face, the economy will not recover.

While that might be true, the failure to deal with COVID in the U.S. is leading to accelerating cases and deaths from COVID. While some steps to slow the virus are being instituted by various governments, the increasing caseload is bringing the disease closer to more and more people. As a result, more and more people are worried and not interacting with others more than absolutely necessary. This behavior is slowing down the potential recovery.

So the question is “How long will we live with this?

I said for some time that we will be like this until this time next year. However, a recent article quoted Ezekiel (Zeke) Emanuel, vice provost for global initiatives and chair of the Department of Medical Ethics and Health Policy at the University of Pennsylvania, saying that a full return to normal isn’t likely to happen until November 2021. While Emanuel says he is an optimistic person, he believes that the November date is how long it will take for an effective vaccine distributed widely enough to stop the spread of COVID-19.

Further, he expects the toll in the U.S. to reach 250,000 by the end of 2020. However, he also believes that non-pharmacological interventions i.e., social distancing, wearing masks, avoiding crowds and enclosed spaces, and staying away from people who are coughing, sneezing, singing, or yelling are working. Besides, Emanuel thinks it is almost inevitable the U.S. is going to have a second wave that pops up in October or November of this year when we’re all going inside. 

His advice is: 

Companies

Until we reach a point where there is a vaccine or herd immunity, corporate employees should continue to work from home as much as possible because enclosed spaces and prolonged exposure to other people increase the likelihood of transmission. For frontline workers and others who cannot work remotely, including employees at retail stores, a detailed protocol must be implemented to protect both workers and customers – such as mandatory masks, plexiglass dividers, and regular sanitizing of hands and surfaces. 

Stores

Stores have much to consider, e.g., can they put some of their merchandise outside to limit the number of shoppers inside? Can they open windows or doors to help air circulation?

Emanuel believes the use of face masks will be necessary, but he questioned the effectiveness of conducting temperature checks at the door. Instead, use symptom screening questions daily for employees, i.e., whether they are experiencing shortness of breath. Testing for COVID-19 more than once a week for asymptomatic employees is wasteful and creates a false sense of security. Instead, emphasizing good, routine personal hygiene – especially washing hands — and store cleaning is reassuring for both employees and customers. While more research is needed to determine whether clothing, shipping boxes, or store surfaces could transmit the virus, Emanuel said these are likely not the main modes of transmission.

Concerning a store closing its doors, the answer is dependant on so many factors; it is too abstract to say.

Public Transportation

No. Use your car, walk, or bike. Emanuel is an avid bike rider who rides his bike in the snow.

Air travel

Avoid it. Airplanes do have sound air filtration systems, but they cannot protect against sneezes or other exhalations from fellow passengers two rows away from you or in the aisle.

So what does this mean for most of us?

Whatever processes we have taken to manage in the current environment is going to be the way we operate for another 16 months. Thus we have look at these processes and rather hope for the “old” normal return, look at them through the lens of continuous improvement.

  • How do we become more effective in operating in this environment?
  • What can we expect from our sales team and can we meet any increase in demand?
  • If we were designing a system from scratch and with the luxury of time, would we do it this way?
  • How do we ensure that our employees remain healthy?
  • How do we ensure that our employees’ mental health is ok?
  • How are our customers and suppliers are doing? Should we be concerned?

It is key to take time during this period to think Upstream and work on these issues with your team. As I have said before, Darwin said that those who survive are best at adapting to their environments. If we don’t adapt we die. 

During a pandemic that applies to not only our business but ourselves.

Finally, Emanuel said that he relies on Trust for America’s Health, a nonpartisan policy, research, and advocacy organization for comprehensive information on the pandemic. I am heading there next.

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Public Company CEO Pay, Is the Day of Reckoning Here?

Public Company CEO Pay, Is the Day of Reckoning Here?

Income inequality in the U.S. is a recurrent theme in the U.S. today, and CEO pay is an item that gets attention. [Forbes has noted that]between 1978 and 2018, U.S. workers have seen their incomes rise by 12%, while CEOs have seen their incomes increase by 1008%. As of 2018, the CEO-to-worker pay ratio hit an all-time high of 278-to-1 up from 58-to-1 in 1989 and 20-to-1 in 1965.

One must keep in mind that the CEO’s compensation typically comprises salary, bonuses, share options or grants, and other valuable perks. So what drives compensation, and are they paid for performance?

 

What Drives Compensation

The Compensation Committee
The company’s Board of Directors, their Compensation Committees, and compensation consultants determine the CEO’s compensation. As Warren Buffett perfectly described the process, “The human relations director comes in and recommends a consultant to the Board’s comp committee. The human relations director is an employee of the CEO, his or her salary gets determined by the CEO, so what kind of a recommendation do you make to the comp committee? I don’t think comp committees should have consultants.  If you don’t know enough about the game to work out a fair compensation arrangement, get off the committee and put somebody on there who does know … they just don’t want somebody who knows something about comp on the comp committee.” The failures of compensation committees are legendary; however, nothing seems to change, primarily because of the CEO’s control of the Board, and in many cases, the CEOs sit on each other’s boards. 

The Ratchet Effect
Compensation consultants usually present the Board the pay of other CEO’s of other firms in their industry in terms of averages and rankings by quartiles. Similarly to our beliefs that our children, like those of Lake Wobegon, are all above average, boards believe their CEO is above average because:

  • the CEO usually picks the Board and so they tend to like the CEO and believe the CEO is excellent; and
  • if the CEO were below average, the Board would have failed in its job to choose a good CEO, and no one will admit they failed in their selection.

Thus, if the CEO is above average, then they must be compensated above average. However, if every CEO is above average, they must all be paid above average, the ratchet effect kicks in, and as Warren Buffett has this as, “Ratchet, Ratchet, Bingo!” Of course, if the CEO is thrilled with the consulting firm’s work and recommends them to other CEOs they know and so the ratchet effects continue unabated.

Say-on-Pay
Many point to “Say-on-Pay” as a mechanism whereby shareholders can express their view on executive compensation and can prevent excessive CEO pay. However, this say-on-pay is just an excellent way of appearing to provide some form of checks and balance while not changing the flaws in the system. The major of people assume that a say-on-pay vote is a vote to approve the executives’ compensation for the current year. To quote an old friend, “Let me disabuse you of this notion.” 

Say-on-pay votes ask shareholders to opine retrospectively on the compensation of named executives, rather than on the company’s compensation program going forward. Say-on-pay does not dictate actual executives’ pay.

Furthermore, in the U.S., say-on-pay votes are non-binding advisory votes by shareholders. Since it is an advisory vote, even if a say-on-pay proposal failed to receive majority support, this would not prevent a company from implementing its pay practices. 

While say-on-pay allows shareholders to engage with companies to encourage good governance practices and alignment with company performance, the most significant influence on executive compensation is the compensation consultants and proxy advisors. Ultimately the decision on executive compensation is that of the Board.

Pay for Performance
Lastly, we get to the main reason for the high level of pay, Pay for Performance. For years, CEOs and their supporters, e.g., compensation committees, compensation advisors, have staunchly defended the level of compensation to CEOs because of “Pay for Performance,” the idea to align CEO compensation to the company success, and the CEO’s performance provides value to the organization.

So, do these compensation plans drive performance? 

For about 25 years, I have said the job I want is “F##k up CEO,” or to put it politely, “Pre turn around CEO.” You get paid a lot of money to join the company, while as the CEO, you get paid an excellent salary to destroy the company, and then you get paid a whole bunch more money to leave. These jobs are out there, and I have seen many people get them, and here is a list just to name a few:

  • Carly Fiorina, CEO of HP. Fiorina was a great self-promoter, busy pontificating on the lecture circuit and posing for magazine covers. During her tenure at HP, the company’s value fell 65%. Fiorina made over $100MM at HP, including a $65MM signing bonus, and termination package of\\ $21 million in cash, plus stock and pension benefits worth another $19 million.
  • Bob Nardelli is a multiple offender. Nardelli was CEO of both Home Depot and Chrysler. His tenure at Home Depot was marked by losing market share, alienating executives, downplaying customer service, and no growth in shareholder value. While at Home Depot, he made over $65MM in cash salary, plus cash bonuses, and his exit package was $210MM. He was then hired by Cerberus to run its struggling Chrysler unit. There, the company took billions in government aid, went into liquidation, and merged with FIAT SpA. His compensation was not detailed.
  • Gerald Levin, CEO of Time Warner. During his tenure, he oversaw the acquisition of Turner Broadcasting System and the company’s merger with AOL. Within three years, AOL had lost $200BN in equity value, written down $99BN in equity value. Levin was salary, and bonuses rose from over a $4MM to $11MM year. Besides, he received annual grants of stock options which, when he exercised them in 2000, were worth over $150MM.
  • Richard Smith, CEO of Equifax. During his time at Equifax, Smith oversaw tremendous growth; the hack in 2017 brought his tenure to an end. During his time as CEO, Smith earned about $16MM in salary, $24.3MM was in non-stock compensation and $70MM in stock options. The infamous hack in 2017 reduced Equifax’s share value by 20%, and Smith left with $90MM.

There are so many others, including Dick Fuld at Lehman Brothers, Angelo Mozilo at Countrywide Financial, Ken Lay at Enron, but time is limited.

Therefore we there many stories of CEO enriching themselves while the organization fails to perform. However, while stories may be anecdotal, academic research has shown that incentive-based CEO compensation appears to have only a small or negligible impact on firm-level performance, and particularly when firms have weak corporate governance.

A study in the Journal of Management Research in 2018 analyzed the earnings of more than 4,000 CEOs throughout their tenures against several performance metrics. They found virtually no overlap between the top 1% of CEOs in terms of performance and the top 1% of highest earners. Among the top 10% of performers, only a fifth were in the top 10% in terms of pay.

In 2017, only two out of the 20 highest-paid CEOs, who didn’t leave their jobs before the end of the year, landed in the top 20 for shareholder return. According to many compensation consultants, many firms condition a significant share of pay on three-year performance metrics that are only partially affected by a single bad year.

  • In 2017, CBS Corp. paid Leslie Moonves, $69.3 million, while total shareholder return was negative 6.2%. In 2016 Moonves was paid $69.6 million when CBS achieved a one-year performance of 37%. 
  • Comcast Corp’s CEO Brian Roberts’s annual pay has hovered around $33 million from 2015 to 2017, while shareholder returns ranged from 25% to negative 1.1%.
  • Allergan PLC’s Brent Saunders received a 700% raise in 2017 to $32.8 million, despite the total shareholder return of negative 21%.
  • TransDigm Group Inc’s shares realized returned just shy of 5% for the fiscal year that ended September 30, 2017, including the reinvestment of dividends, while its CEO Mr. Howley earned $61 million, more than triple the $18.9 million he made in 2016.

 

The Curtain is being Pulled Back

As a result of COVID, many companies are filing for bankruptcy protection. However, according to Reuters, nearly a third of more than 40 large companies seeking U.S. bankruptcy protection have awarded bonuses to executives within a month of filing their case. Also, many of these companies are simultaneously furloughing or terminating employees. Some examples:
  • J.C. Penney approved nearly $10 million in payouts just before its May 15 filing and paid its chief executive, Jill Soltau, $4.5 million. J.C. Penny furloughed 78,000 employees.
  • Neiman Marcus Group paid $4 million in bonuses to Chairman and Chief Executive Geoffroy van Raemdonck in February and more than $4 million to other executives in the weeks before its May 7 bankruptcy filing. Nieman Marcus furloughed 11,000 employees.
  • Whiting Petroleum Corp paid $14.6 million in extra compensation to executives days before its April 1 bankruptcy. 
  • Chesapeake Energy Corp awarded $25 million to executives and lower-level employees in May, about eight weeks before filing bankruptcy.
  • Hertz paid senior executives bonuses of $1.5 million days before its May 22 bankruptcy. Hertz terminated more than 14,000 workers.

Firms paying pre-bankruptcy bonuses know they will face scrutiny in court on compensation proposed after their filings. Still, the trustees have no power to halt bonuses paid even days before a company’s bankruptcy filing, said Clifford J. White III, director of the U.S. Trustee Program, at the Justice Department. Thus, the firms “escape the transparency and court review.” Also, unsecured creditors and employee pension funds bear the pain in such activities. Concerning employee pension plans, the Pension Benefit Guaranty Corporation usually takes them over, meaning we all pay for the hubris through our taxes.

The spotlight on CEO “Pay-regardless-of-Performance” may lead to a day of reckoning and boards doing their job. There is increased pressure from some large asset managers like BlackRock, but not the majority as I write this.

Thus, while I hope CEOs may truly be paid for performance as this behavior reinforces the inequality of the system, reinforcing the view, “Accountability means lower-level people get financially penalized if they make a mistake, but the CEO never does.” I wouldn’t hold my breath.

Further, if CEOs were paid for performance, the concept might then migrate to Private Equity and Hedge Funds requiring not only pay for positive performance. Given the traditional 2 and 20, forget the 2% of AUM, but tied the 20% to exceeding some external metric, i.e. the S&P 500 for a Private Equity Group. That would really put the cat among the pigeons.

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Your Team Needs to go Upstream

Your Team Needs to go Upstream

There’s a well-known public health parable about upstream thinking that goes like this: you and a friend are by a river when you see a child drowning. You both dive in and save the child. But then another struggling child comes along, and another. You and your friend can hardly keep up with the crisis, but suddenly your friend swims back to the river’s bank. You indignantly ask where she’s going. Your friend says, “I’m going upstream to tackle the guy throwing these kids in the water.”

In life, we spend most of our time downstream pulling kids out of the water, but few up us go upstream to tackle the source of the issue. According to Dan Heath in his book, “Upstream: The Quest to Solve Problems Before They Happen,” we live in a downstream world, and we have a bias for downstream action. While the concept of upstream thinking has been around in the public health arena for years, Heath wants to bring to a broader audience.

Heath believes that “we should shift more of our energies upstream: personally, organizationally, nationally, and globally. We can—and we should—stop dealing with the symptoms of problems, again and again, and start fixing them.” While that appears obvious, we don’t and find ourselves time after time reacting again.

As we scramble through our busy day tackling fires, how often do we stop to address the source of the issue? First, we have to ask are what we are dealing with just symptoms, or is it the route of the problem? While a simple question, it is difficult to focus on that while dealing with a crisis. Even it is a symptom; it is hard to leave the mess to tackle the route cause because to do so; someone else has “to pull the kids out of the water.”

Those that tackle downstream problems get more attention because we notice them valiantly tackling issues all the time and solving them, basically pulling kids out of the water. Thus, they get recognition; however, those that go upstream seem to get less attention and credit, because while they solve a problem, no one realizes how many issues they have prevented because of the problem they have resolved.

As we struggle with COVID, many, including myself, are frustrated with the administration’s response which, if handled better, would have resulted in few lives lost. However, if the administration has shut down the U.S. like Taiwan or South Korea and severely limited the caseload, there would be many complaints about the cost of the “medicine” when there were so few cases. Thus, when dealing effectively upstream, many don’t appreciate how bad the alternative would be if it were not solved upstream.

Heath has identified three barriers to upstream thinking:

  1. Problem Blindness. Problem blindness assumes that the problem is natural or inevitable, and so there’s nothing you can do about it. So we accept it and conclude, “That’s just the way it is.” We don’t try to solve it, because, “When we don’t see a problem, we can’t solve it. And that blindness can create passivity even in the face of enormous harm.”
  2. A Lack of Ownership. Complacency. If we move upstream, it requires that we take ownership of the issues personally. “I choose to fix this problem, not because it’s my responsibility, but because I can, and because it’s worth fixing.”
  3. Tunneling. Tunneling is a condition where you find that “when people are juggling a lot of problems, they give up trying to solve them all. They adopt tunnel vision. There’s no long-term planning; there’s no strategic prioritization of issues.” When we are in a scarcity mindset, we become “less insightful, less forward-thinking, less controlled.”

I would add a fourth Budget. Several years ago, a company asked me to develop a risk model for some of its hotel management contracts. The company had entered into many ten-year management contracts that had guaranteed owners a minimum income; however, no one had considered the prospect that there might be a recession during the contract period, which would trigger the performance clauses. At the time I was asked to help the company, they were currently paying out over $50MM in performance clauses, causing the company severe financial heartache. I gave the company a proposal that would have cost about $30k. They rejected it because of two factors, (i) it wasn’t in the finance department’s budget and if they spent the money would miss their financial targets and lose their bonuses; and (ii) lack of ownership. The latter arose because those involved considered that by the time the next recession occurred, none of them would be in a position to bear the responsibility if big payouts were required. Hence, they weren’t willing to fight for the budget to get the modeling done.

Their focus on the short term reflects the failure to think upstream. Thinking upstream is critical because it results in making smarter decisions based on long-term thinking.

Heath has identified seven questions that upstream leaders must answer.

  1. How will you unite the right people?
  2. How will you change the system?
  3. Where can you find a point of leverage?
  4. How will you get an early warning of the problem?
  5. How will you know you are succeeding?
  6. How will you avoid doing harm?
  7. Who will pay for what does not happen?

In clarifying these questions, Heath reveals some of the significant issues that keep us from moving upstream. 

To succeed in moving upstream, he recommends that we need to consider:

  • Be impatient for action but patient for outcomes. We need to get moving, but often the change we seek takes time.
  • The macro starts with micro. Break the action down.
  • Favor scoreboards over pills. Kaizen mindset. Think in terms of continuous improvement and use data for learning, rather than data for inspection. Test and learn and test again.

While upstream is a direction, it is not a destination. Any movement upstream is a step in the right direction. Going upstream, you either get a little ahead of the problem, or you can go further upstream and look for the more systemic issues.

So as you look at your team and the most effective problem solvers, ask if the problems they are solving are downstream or upstream. If the former, get them to move upstream.

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COVID – Not Looking Good?

COVID – Not Looking Good?

Looking at the increase in cases during the last two weeks, I decided to dig into the numbers a little more, and here is what I have found.

The strategy, if there is one, is not working. Below is a chart showing the intensity in the worst 21 states determined by the 7-day moving average of daily cases per 100,000. The original chart and a county chart is available here. Those states that opened up early before they should have if they had followed CDC guidelines are performing worse than the rest.

Red: Tipping Point – Stay at Home
Orange: Accelerated Spread – Stay at Home Orders and/or Rigorous Test and Trace Programs advised.

Source: Harvard Global Health Institute

The strategy of protecting the elderly and allowing younger people to mix is also failing. Analysis by the Wall Street Journal shows, “Facilities in the Houston and Tampa metropolitan areas marked a nearly 800% cumulative increase in new cases among residents from the last week of May through the week ended June 28, the most recent period available, with more than 400 new cases during that period in both cities.” Thus these “walls” are too porous.

With the increases in cases in Florida, Texas, Georgia, Arizona, et al., testing facilities are getting backed up, resulting in longer lags between testing and getting results, allowing more people to get infected.

While deaths have not increased at the rate seen in the Northeast during the initial outbreak, many put that down to better treatment and remedies, but death rates are rising. A forboding chart, showing deaths and infections with a 19.5-day shift, produced by Dr. Blake. If this relationship holds, expect the average daily death rate to increase by 150% in the next few weeks.

Blue Line: New infections per 10 days per 1k ppl
Red Line: Daily Deaths per 1MM ppl with a 19.5-day shift.

Source Dr. Blake

As we struggle to fight COVID, lobbyists are once more wining the game. As The Washington Post points out, Emergent has received $628MM to develop manufacture a vaccine. Emergent is now the only maker of multiple drugs the government deems crucial for the Strategic National Stockpile, and the government is the company’s primary customer, accounting for most of its revenue. However, solely relying on Emergent creates:

  • lack of price competition;
  • risk of a single point of failure in the delivery of drugs; and
  • creating a company that is too important to fail.

Reading the article, Emergent appears to overcharge the government. However, with 40 lobbyists and having spent over $40MM since going public, the payoff has been great – $20Bn in profits.

As I have said before, the market cannot solve public health crises because the incentives are misaligned. I doubt that much will change in DC, so expect more waste of government funds and increased profits for certain companies without any actual impact on the disease.

Returning to our current battle and bringing it a little closer to home, Dr. Blake provides some interesting information on Georgia’s infection density and inpatient census. At present, Georgia has 218 COVID-19 inpatients per 1M ppl. When inpatients hit 250 per 1MM ppl, expect some hospitals to start instituting elective halts.

Governor Kemp’s executive order preventing any city or county imposing a stricter lockdown than the State’s is an example of failed leadership. The virus is spreading, so some areas may need locking down while others not necessarily so. Thus his order is either too lenient or too strict depending on the situation. However, as we saw in Italy, too lenient doesn’t work for long. To paraphrase Ben Horowitz, “Leaders are there to make the unpopular decisions.” If they only implement popular decisions, no one needs them. This statement doesn’t mean that you apply those that are unpopular with your political opponents, but popular with your supporters, it means to do what is best for regardless of its popularity. Overall, Georga is is not trending well and doesn’t look good as we move towards schools opening in a few weeks.

With increasing cases, the death rate should increase; however, from the first lockdown, the issue was always overwhelming our hospital infrastructure. So what is the current situation?

According to COVID Act Now“Georgia has about 2,833 ICU beds. Based on the best available data, we estimate that 61% (1,728) are currently occupied by non-COVID patients. Of the 1,105 ICU beds remaining, we estimate 841 are needed by COVID cases or 76% of available beds. This suggests hospitals cannot absorb a wave of new COVID infections without substantial surge capacity.”

The chart below shows Georgia’s ICU occupancy.

Critical is not where we want to be.

We already know there are ICU capacity issues in Texas, Florida, Mississippi, and Arizona., and it looks like Georiga is moving in the same direction.

Stay safe everyone, your family, friends, co-workers or employees, need you.

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Culture & Core Values

Culture & Core Values

Those of you who read my blog regularly will know I have been pushing culture and core values as more and more critical during these times. What I am focusing on with my Vistage members and clients is more than just stating culture and core values, but living them.

Last week I finished watching Netflix’s documentary on Jeffrey Epstein: Filthy Rich. Whatever, you may think of Epstein, the two takeaways that I had from the series were:

  1. Virginia Giuffre, one of Epstein’s accusers, says at the end of the final episode, “The monsters are still out there, and they’re still abusing other people. Why they have not been named or shamed yet is beyond me.” Why indeed?
  2. Epstein, using an “army of legal superstars,” was unconquerable, according to Alex Acosta. Thus, Florida prosecutors cut Epstein a bafflingly generous deal. It appears throughout his life, Epstein had amassed a team of influential lawyers, who were so intent on digging into their opponents, a win was any deal at all. Justice fails when pitted against the unscrupulous force of big-name criminal defense attorneys. Thus, so long as you surround yourself with powerful enough people and make life difficult enough for anyone who threatens you, and you can insulate yourself from any consequences. 

The latter point was also valid with Harvey Weinstein, until the end. 

Many of those who associated with Epstein have sought to distance themselves. While I know of nothing untoward done by either President Clinton or Trump, the association in itself is not good. Prince Andrew faces a tougher road, and I think he will not embark on it, but disappear into the background for safety. Deutsche Bank is paying the price for its support, so far, $150MM in fines, but reputational damage is bound to be high. If Ghislaine Maxwell tells all to save herself, there will be many others named and shamed. Alan Dershowitz is the only Epstein supporter who is unfailing in his public support; as a result, I believe this will render Dershowitz irrelevant as no one will want to be associated with someone who supports a sex trafficker.

How does this relate to culture and core values? While I realize everyone is entitled to have a defense attorney and protect themselves, I have to ask myself how the people who enabled Epstein can live with themselves, and what are their core values? If your core values are to treat people with respect or kindness, then supporting a sex trafficker of minors, exposing that, at best, that is not a core value, and at worst, you have none. If you have none, then by default, your only core value is making money. If your employees see that you don’t care about anyone or things other than making money, there will be no loyalty, commitment, or honor because that is not what you value.

Less extreme is Facebook. Many have criticized the company for its failure to do anything about false ads by politicians and hate speech. As a result of this, four of its seven independent directors left the board in 2019, damning to most companies, but with Mark Zukerberg’s total control of the company through its two-tier shareholding structure, less so for Facebook. In June, hundreds of employees virtually walked out of the company in protest to the company’s refusal to do anything about hateful messages to BLM. Recently, Facebook met with civil rights leaders regarding Facebook’s position on hate speech. It didn’t go well. “The company’s leaders delivered the same old talking points to try to placate us without meeting our demands,” said Jessica J. González, who was on the call. More recently, auditors picked by Facebook to examine the company’s policies produced an 89-page report saying that the site had allowed hate speech and misinformation to flourish. 

Not only does Facebook not care about civil rights and misinformation, but also teenage self-harm. Social media is a cause of adolescent self-harm, anxiety, and depression. CDC data shows that 25 percent of teenage girls and ten percent of teenage boys are harming themselves, and the figure doubled between 2009 and 2015. These figures are staggering and inflicting a tremendous amount of damage to the future of the country, but Facebook does nothing.

After the recent boycott of the company by well-known companies, e.g., Unilever and Starbucks, Mark Zuckerberg said that he expects the advertisers to return and is not considering doing anything as he won’t give in to pressure. Sheryl Sandberg is reportedly “concerned,” which I am sure gives us all a considerable amount of hope. So much for “leaning in.” I hope the pendulum is slowing swinging against the company, and while it may do well for a long time into the future, like the tobacco companies, I see a point in the future where for employees, it becomes a resume stain that won’t wash off. Do you want to be known as someone who supported hate speech and psychological damage to children? “I was only obeying orders,” will once more fail as a defense.

Recently, one of my clients, X, asked what to do with one of his clients, Y, who was verbally abusing my clients’ employee to the point the employee had threatened to resign. I asked X what their values were to which the answer was “respect for all our customers and employees.” I pointed out then they had to either get Y to change his behavior or terminate the relationship if they were to live their core values. Thus, they informed Y, “If you verbally or otherwise abuse one of our employees again, we will terminate our contract with you immediately.” That X would risk the business relationship over this dumfounded Y, as it was his MO with everyone; however, Y agreed to change his behavior. The jury is still out on whether or not he will maintain his new tone; however, the change in my clients’ workforce was terrific. They had stood up for their employees against a client and were living their core values. The story made the rounds in no time and increased loyalty and commitment among their employees. During these times, the increased engagement and loyalty has paid off well as the company has seen record growth.

Unfortunately, over the last few decades, the customary view is that wealth directly correlates to a person’s worth. Thankfully, some are starting to challenge that view. While it will take a while since the wealthy pay many to ensure their reputations aren’t affected by their actions, BLM, MeToo, and other such protests, are exposing their behavior.

During COVID and I think after, core values and culture will grow in importance, especially if you wish to attract and retain the best. If your core values are abhorrent to many, I think you will struggle in the long term. However, if you are only looking for a pulse, then it doesn’t’ matter, but in the end, your business may not have one either.

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