Welcome to Working It! This week, we bid farewell to two beloved colleagues who left the FT. It served as a reminder of the importance of acknowledging these occasions. We celebrated their time here with drinks and kind words. We often forget the significance of rituals in our work lives, but they are just as important as they are in the rest of our lives. When we leave a long-term job, we enter a transition period that can be likened to a form of grief. It’s okay to recognize the loss and mark the occasion. Doing so helps us process it and allows those left behind (like myself, who tends to cry on these occasions) to embrace change and move forward. So, here’s to Esther, to Renée, and to all those embarking on new challenges this summer! 🍾
In this edition, we explore why boards and executives need to oversee corporate culture, in addition to focusing on the P&L. We also provide advice to a worker without children who is covering a lot of extra work for her team’s mothers.
It’s important for leaders to embrace the “shadow side” to prevent scandal. While conducting research for this week’s episode of the Working It podcast on sexual harassment and assault in workplaces, I realized that there is little discussion about the role of boards and senior leaders in overseeing corporate culture. Where are these individuals when problems arise? After the recent scandals at Odey Asset Management, the CBI, and McDonald’s, I asked FT business columnist Helen Thomas if there is evidence that boards are demanding more information about culture and people within their organizations. She responded, “I think it varies greatly…But you’ve got to believe that every corporate board has turned around and said, ‘what are we doing on this? What are our policies?'” I later spoke with Cath Bishop, a former Olympic rower and conflict diplomat who is now a leadership and organizational consultant. She confirmed that the leaders and boards she works with are focused on this issue, but many are at the early stages of learning. Culture is different from the “action” work that leaders are accustomed to, and it requires a different approach.
Furthermore, leaders should be asking themselves how overwork, target-driven processes, and short-term metrics have affected their employees. This “shadow side” of dealing with human emotions and attitudes is often overlooked. It is essential to actively oversee and address organizational problems and potential issues before they escalate. While employee engagement surveys can provide some insight, Cath suggests asking more specific and meaningful questions that delve into staff experiences and feelings. Additionally, regular management development conversations and creating a culture of psychological safety can contribute to a healthier corporate culture. It is also crucial for board members to physically engage with the workplace and observe employee interactions and well-being.
Have you found effective ways to oversee and direct your organization’s corporate culture? Is there potential for backlash from critics? Let me know at [email protected].
This week on the Working It podcast, we delve into the FT’s investigation into allegations of sexual misconduct by Crispin Odey. We discuss what can be done to prevent such incidents in the future and how employees can navigate harassment at work. Our guests include FT business columnist Helen Thomas and NYU psychology professor Tessa West. Stay tuned for an in-depth video about the Odey investigation on FT.com.
Office Therapy:
The problem: I am the only person in our all-female team without children. I never get time off during the summer because I cover for my colleagues who have kids. How can I reduce the impact on myself and avoid feeling resentful?
Isabel’s advice: Harmonious teams often establish fair-sharing arrangements, where each person with children gets a designated amount of time off, and longer holidays are divided fairly. If you want to go on vacation in July and August, communicate openly with your colleagues and ask to be included in the allocation. I reached out to Jane Johnson, founder of Careering into Motherhood, for her input. She suggests holding a meeting to plan time off fairly, with the help of an impartial facilitator. Each team member should pair up with an “annual leave buddy” who acts as the primary point of contact during their absence. This way, you won’t be burdened with covering for the entire team. It’s important to communicate your vacation plans and the designated contact person to internal stakeholders and external clients. Good luck!
Got a question, problem, or dilemma for Office Therapy? Send it to me at [email protected]. We keep everything anonymous, so your boss, colleagues, or subordinates will never know.
Five top stories from the world of work:
1. Pilita Clark explores the difficulty of saying “no” at work, particularly in regards to office housework or “non-promotable tasks” predominantly falling on women.
2. Emma Jacobs discusses the need for businesses to widen their search and pipeline for future female CEOs, as most current leaders come from finance and operations backgrounds, while senior women are concentrated in HR and marketing.
3. An examination of why childhood seems to be lengthening and the contradictions around youth and adulthood.
4. The impact of lockdowns on work culture and how they have changed employees’ expectations of flexibility and remote work.
5. The challenges faced by working parents as they navigate juggling work and childcare responsibilities during the pandemic.
Remember, marking occasions and acknowledging milestones in the workplace is crucial for both personal and collective growth. Embrace change and take the time to process transitions. Cheers to new challenges, new beginnings, and a healthier corporate culture!
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