The root word of corporation is “corpus,” a Latin word meaning body. Does your corporation act like a healthy body where members support one another and recognize that harm to one is damaging to all. If not, perhaps your corporation is diseased with members harming one another through incivility or indifference. If so, your corporation is on its way to becoming a corpse (and its culture may be killing individual members, too).
Most corporations today are diseased. Corporate Executive Board research shows that 90 percent of employees today are either not engaged and giving their best efforts or they are not aligned with organizational goals. In this article that appeared this week in Hearst Newspapers entitled “Extinguising Employee Burnout” I spoke with reporter Scott Gargan about leadership, employee engagement, productivity and how to combat the growing problem of employee burnout that is literally draining the life out of individuals and organizations.
For this month’s edition of Talent Management magazine, I was invited to contribute a guest editorial. The piece I wrote is entitled “The Science of Engagement.” You can read it at this link to Talent Management’s digital magazine or below.
An article appearing in The New York Times entitled “Microsoft’s Creative Destruction” makes it clear that the company has big problems stemming from internal rivalries. We teach that organizations that sustainable superior performance = task excellence + relationship experience. So often organizations die because the failure to achieve relationship excellence sabotages task excellence. Keep that in mind when you read the article and it will become clear that Microsoft is heading down that path.
One of my favorite business books is Howard Behar’s It’s Not About the Coffee. Behar is the former president of Starbucks International and Starbucks North America. On March 24-25 I’ll be moderating a session at the Conference Board’s Customer Experience Management Conference in New York City where Howard will be speaking. You can learn more about the conference at this link. And be sure to check out the above webcast I hosted with Howard.
LiveMint/The Wall Street Journal in India asked me to comment on why Steve Jobs and Apple have been so successful. In an interview entitled “‘Think Different’ is What Makes Apple Stand Out,” I shared that it is more than the beauty and functional excellence of Apple’s products that make the firm so successful. Apple’s inspiring identity plays an important role too. (Above is a video of the original “Think Different” television ad.)
When Nelson Mandela entered Robben Island Prison he was known for aggressively confronting his enemies. Released 27 years later, Mandela stunned South Africans with his magnanimous behavior toward former adversaries.
In his The New York Times column, Tom Friedman asks and answers the question: Is China the next Enron? He argues that Chinese censorship of the web restricts knowledge flows and doing so diminishes the rate of innovation. There is compelling historical evidence to support Friedman’s view. As I explained in my book Fired Up or Burned Out:
The danger to nations that reduce knowledge flow is apparent throughout history. By isolating themselves and their countries, the leaders of civilizations have missed opportunities for innovation and growth. China in 1400 had the best and largest fleet of ships in the world (over a period of three years the Chinese built or refitted 1,681 ships). With their enormous fleet, the Chinese sailed to Indonesia, Arabia, East Africa, and India. Gradually, however, the Chinese emperor’s attitude toward the benefits of foreign travel shifted as he favored domestic agriculture over maritime interests. By 1436, the Chinese were diverting resources from maintaining the ships, and by 150o, anyone who built a ship with more than two masts was subject to the death penalty. In 1525, the Chinese authorities ordered all oceangoing ships to be destroyed and their owners arrested.
A period of Chinese isolation from the rest of the world began. At the time of the ships’ destruction China led the world in innovation. It had developed gunpowder, deep drilling, printing, paper, porcelain, cast iron, and the compass. China’s isolation, however, prevented it from knowing about developments beyond its borders, the ideas and information that had contributed to its high rate of innovation when Chinese ships were sailing the world. In recent decades, economic reforms and social freedoms have reconnected China to the broader world, resulting in increased Chinese economic growth.
Like the Chinese civilization, the Arab-Islamic civilization became isolated in the sixteenth century as its leaders adopted the view that the world beyond them had little to offer. As a result of the isolationism adopted by the Chinese and Arab-Islamic civilizations, both began a period of steady decline in innovation and economic output.
All that is necessary for evil to triumph is for good men to do nothing.
– Attributed to Edmund Burke
In honor of the Reverend, Dr. Martin Luther King, Jr., I’m posting an article I wrote that was published in The Economic Times in India and in the American Management Association’s Moving Ahead. The article in part describes the time before a concert in Arizona when U2 received a letter that stated Bono, the band’s lead singer, would be killed if the band played the song Pride, which honors the life and legacy of the Rev. Dr. Martin Luther King, Jr. The FBI told U2 it believed the threat was not a hoax.
Although I don’t know for certain, I suspect that Bono reflected on Dr. King’s choice to speak out in the face of death threats. Dr. King had the courage of his convictions and was willing to risk death to push back the evils of prejudice. Now, Bono had to decide if he too was willing to speak out against evil and risk death because of it.
I hope Google is considering what I presented at it’s Mountain View, California headquarters last summer as it decides how to respond to the Chinese government’s apparent hacking of Google’s servers to access information on Chinese human rights protestors. If evidence becomes clear that the Chinese government is responsible for the attack, Google’s response will have an significant effect on the firm’s reputation, consumer brand, employer brand and employee engagement. This is a test of Google’s corporate character and whether or not it will live up to its aspiration “don’t be evil” and its belief in supporting a free marketplace of ideas. Human rights abuses and censorship in China are no secret. To be indifferent to China’s actions in this instance, however, is to provide silent assent. What company or leader would want such a legacy?
The Chinese Government-Google showdown reminds me of a line from Elie Wiesel’s profound speech entitled “The Perils of Indifference.” In it, Wiesel states:
“Why did some of America’s largest corporations continue to do business with Hitler’s Germany until 1942? It has been suggested, and it was documented, that the Wehrmacht could not have conducted its invasion of France without oil obtained from American sources. How is one to explain their indifference?”
It would be wise for Google’s leaders to read Wiesel’s speech and consider how history will eventually record their decision. Some decisions reflect inflection points for a firm and for history itself. As historian David McCullough reminds us in the preface to his book Brave Companions,
“…while there are indeed great, often unfathomable forces in history before which even the most exceptional of individuals seem insignificant, the wonder is how often events turn upon a single personality, or the quality we call character.”
This can be said for corporate character too.
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Note: Above is a video of a presentation I gave on leadership, employee engagement, productivity and innovation at Google’s corporate headquarters, the Googleplex, last summer. On this rare occasion, I presented alone. Normally I present with my colleague Jason Pankau because better together. As Jason says, “Mike’s the serious one, I’m the fun one.”
