7
Make Your Journey Easier
Choose the Less Treacherous Path

Organizations struggle with creating and maintaining a drama-free, healthy culture, but the truth is that their failure is sometimes due to making the process harder than it needs to be. One way to make it easier is to look at the success stories in other corporate arenas.

As you embark on your quest to become a healthy and inclusive workplace, you’re likely to encounter forks in the road. Sometimes you’ll have to choose between a path that’s rocky and uncharted, and one that’s already been explored and is therefore less treacherous. Although taking the uncharted course might make you a trailblazer, often the already-paved path will help you achieve a drama-free workplace more quickly and easily.

One good place to start is taking a look at corporate safety programs. They provide us with a great roadmap that we can easily tweak to use in the workplace drama arena.

What We Can Learn from Companies That Embrace a Safety Culture

Employers first addressed workplace safety issues because they were forced to. Laws and regulations came about because of the alarming number of on-the-job injuries and deaths. In addition to the new laws, the government established a new enforcement agency, the Occupational Safety and Health Administration (OSHA). OSHA imposed what seemed like drastic mandates aimed at reducing workplace accidents, injuries, and deaths, and employers were initially resistant to being forced to change their ways. But then something significant happened: Companies saw the value in having a safe workplace and fully embraced creating cultures of safety instead of only caring about compliance with safety laws.

Today, any company worth its salt embraces and celebrates a culture where safety is an absolute core value and the thought that companies once did this only because they were legally obligated to seems odd. Organizations with a true safety culture have successfully infused a sense of mutual trust and responsibility, creating a feeling that each person is accountable not only for her own safety, but also for the safety of her coworkers, customers, and anyone else who comes into the work space.

This begs the question: How did organizations achieve this great feat? And, it also begs a follow-up question: How can we replicate this success to help us reach the coveted top of the pyramid and achieve a drama-free culture?

Safety Programs: The Road to Success

Talk to someone who was in the workforce in the 1960s (and before then), especially those who worked in factory or industrial jobs, and they most likely have distressing stories about the state of workplace safety back then. In fact, OSHA (established in 1971) estimates that approximately 14,000 workers were killed in on-the-job accidents in 1970. Fast-forward to 2009 and we see a startling difference—a workplace fatality rate of 4,340.1 While even one death is too many, the steep decline is something to be celebrated—and replicated.

Without a doubt, the enactment of strict safety laws and the establishment of OSHA were two critical components that contributed to this decline. But there is something else that has greatly contributed not only to a steep reduction in work-related deaths, but also in workplace accidents: corporate America’s full embrace of workplace cultures that value and place a high premium on physical safety.

What began as a legal mandate morphed into a true desire to make the workplace safe for everyone.

The Road from Legal Mandate to Cultural Mantra

Successful safety programs maintain a laser focus on safety culture. This means protecting employees from injuries is not just window dressing; it’s a core value, central to the organization, at all levels and at all times. In these cultures, safety isn’t just discussed at safety meetings and after accidents occur. In true safety cultures, people are looking for ways to make the workplace safer at all times. Employees in these organizations not only discuss (and track) accidents, they discuss accidents that didn’t occur to learn from near-misses. They also learn from a job well done.

Rather than focusing on the burden of having to comply with a legally mandated program, or doing the sheer minimum, these organizations embrace the opportunities created by putting safety first. (See Chapter 5 for a discussion of the importance of managing risks and opportunities.)

Safety cultures have the following characteristics:

  • They have a “we are all in” mentality. Great safety cultures are characterized by good working relationships at all levels. These relationships enable open and honest conversations about what is and isn’t working, mistakes that have happened and what needs to change. Safety cultures start at the top, but don’t stop there. They take a top-down AND a bottom-up approach. And they don’t ignore the critical middle manager who is often in the best position to implement and monitor safety protocols. Taking this approach increases trust since everyone participates and everyone has a stake in creating a safe environment.
  • They reinvent corporate attitudes about reports of possible hazards. In a safety culture, companies make it crystal clear that they want to know about every accident, every injury, and even every near miss. No exceptions. Employees feel they are a critical piece of the safety puzzle and they embrace the mantra of “report, report, report,” trusting that doing so will come with no negative consequence. Everything about the culture screams, “We want to know, otherwise we can’t get better.”
  • Their investigations don’t focus on blame; they learn from mistakes. Safety cultures understand that mistakes present a great opportunity to learn. Investigations seek to get to root causes; they are not only conducted to assign blame. Since employees have full faith and trust that they won’t be penalized if they speak openly, honestly, and fully with management, they help to create a virtuous cycle of report-investigate-fix.
  • They are not just about lip service. A safety culture is deeply authentic. In these organizations, there is a true commitment to providing a safe workplace, not just a commitment to comply with the law.
  • They don’t take their eye off the ball. Safety cultures stay vigilant. These organizations understand that safety is an ongoing program that requires absolute commitment. Leaders at these organizations share their vision of safety since it’s understood that everyone needs to be on the same page when establishing and meeting safety goals.

Translating Safety Accomplishments to Achieve a Healthy Workplace Culture

Although safety protocols haven’t completely eliminated accidents and work-related deaths, their success is undeniable. Not only have the number of accidents and deaths been dramatically reduced, the implementation of these systems has caused a seismic shift in how people view safety at work: not through the lens of blame, fear, and compliance, but instead through the lens of proactive hazard identification and control, and a sense of shared responsibilities and rewards.

This same approach can and should be taken as companies grapple with issues related to the reduction of workplace drama. Two points that contribute to world-class safety cultures are particularly applicable to our goal to reduce or eliminate workplace drama.

  1. Foster a deep and authentic commitment to safety—physical and emotional/psychological—where:
    • Workplace “hazards” are proactively identified, rather than identified in the midst of crisis.
    • Reports are seen as opportunities that allow issues to be identified and fixed.
  2. Implement a system of forward-looking accountability and train investigators to include “learning lessons” in their work.

Deep Commitment to Employee Safety and Well-Being

In his book Dying for a Paycheck, Jeffrey Pfeffer, a professor at Stanford’s Graduate School of Business, summarizes his work involving the physical and psychological toll workplace stress takes on employees. He makes the case for treating psychological injuries just as seriously as physical injuries: “Meanwhile, stress at work, not subject to OSHA reporting or intervention, and seemingly invisible and accepted as an inevitable part of contemporary workplaces, just keeps getting worse for almost all jobs, resulting in an even-higher physical and psychological toll.”2

He’s right. While everyone agrees that some level of stress is indeed normal at work, it is undeniable that employees working in companies with toxic cultures are exposed to an unreasonable and unnecessarily high level of stress. And studies, including those cited by Pfeffer, make it clear that in their most serious forms, they are no less dangerous than physical injuries.

Pfeffer goes on to identify 10 management decisions that affect employee health. Four are particularly applicable to our discussion about workplace drama and a healthy workplace culture:

  • Having relatively low control over one’s job and job environment, including having relatively little freedom and decision discretion at work.
  • Facing high job demands such as pressure to work fast.
  • Being in a work environment that offers low levels of social support (for instance, not having close relationships with coworkers that provide social support to mitigate the effects of work stress).
  • Working in a setting in which job- and employment-related decisions seem unfair.3

Any of these, or a combination of these, Pfeffer says, will have a negative impact on your employee’s physical well-being.

Translating the deep commitment organizations have to physical safety to the world of workplace culture will require two things:

  1. To adopt a mind-set similar to what is embraced in safety cultures one where compliance is almost an afterthought, complying with the law is not viewed as burdensome, and the focus is singularly on creating a sense of shared responsibility for well-being.
  2. I’ll talk about this more in my chapter on communication (Chapter 8), but the second step is to teach employees and managers to speak a language that no longer focuses exclusively on legal principles. “We are committed to complying with the law and promise you that we won’t harass, discriminate, or retaliate” doesn’t cut it anymore. Your organization needs to stop reaching for the bottom of the barrel and instead reach for the healthy culture pinnacle.

Proactive Hazard Identification and Control

A hallmark of a true safety culture involves identifying hazards prior to the hazard turning into an accident or causing an injury. Sometimes, workplace misconduct might be more difficult to identify than, say, a wet floor, but it is not impossible to identify and certainly not impossible to control and eliminate. Just like mopping up a wet floor to prevent you or a valued colleague from slipping and falling, so too can we all identify and control workplace drama.

So what are the “hazards” present in the workplace that we need to identify and control? I uncovered some of these hazards already:

  • The predictors of sexual harassment include corporate tolerance, a shortage of female leaders, and compliance blinders. Other “hazards” related to workplace sexual harassment include: powerful employees who abuse their power and feel they do not need to be accountable; complaint mechanisms that discourage reports; a lack of connection among employees making it less likely that witnesses will intervene if they see or hear misconduct; and a corporate attitude of “we don’t really take these issues seriously” making it less likely that targets or witnesses of harassment will intervene or report. (See Chapter 2 for a more in-depth discussion.)
  • I also outlined some of the predictors for workplace drama in Chapter 1. Those include, among others, a lack of authenticity, confusion about behavior that is unfair versus illegal, a lack of transparency, a culture of complicity, and a refusal to admit wrongdoing.

Reports Are Welcomed and Encouraged

As I’ve previously cited, the data and research are clear: incidents of workplace misconduct, including sexual harassment, are vastly underreported. There are a number of factors that contribute to this reality, but without a doubt a failure to create an environment that truly welcomes reports is a key one.

In a survey of corporate counsel, Emtrain and In The House found that even in-house attorneys acknowledge that too few employees feel comfortable coming forward with complaints of misconduct—whether they are the targets of the misconduct or witnesses to it. In that survey, only 36% of respondents “believed that their employees were comfortable reporting harassment they experienced and only 33% believed their employees were comfortable reporting harassment directed at others.” In fact, one person responding to the survey said, “Secondhand stories indicate that employees tend to avoid reporting incidents since they do not trust the process to be fair.”4

We must do better. As noted in the Emtrain/In the House survey, “Complaints are an opportunity to improve the workplace. Remember, you can’t fix what you don’t know. Judging your company solely on low numbers of reported misconduct complaints can be very misleading because this is often an indicator of insufficient reporting, not a lack of misconduct.”5

2. Forward-Looking Accountability

Too often, the word “accountability” is synonymous with blame and negative consequences. In successful safety cultures, accountability focuses on looking forward more so than looking backwards. Backward-looking accountability is only about placing blame—identifying who made the mistake and figuring out an appropriate punishment. Sometimes this is right and necessary, but that’s not enough to actually create a safer work environment.

By contrast, forward-looking accountability recognizes mistakes made and harm caused by those mistakes. But the bulk of the work involving accountability is in looking forward in time—identifying learning lessons, making necessary changes, and developing systems to build safe habits. All of this is aimed primarily at preventing a recurrence, rather than only focusing on how to punish the person who made the mistake.

So how do we use the idea of “forward-looking accountability” in the world of workplace drama?

To begin, it’s critical to acknowledge that when it comes to workplace conduct, there is an absolute need to determine whether the reported behavior rose to the level of misconduct. If it did, then the person who engaged in the misconduct must obviously face the consequence of his actions. In Chapter 11, I’ll talk in detail about not only investigating claims of misconduct, but also incorporating a practical methodology to impose appropriate discipline for that wrongdoing.

Implementing forward-looking accountability does not mean that we eliminate looking backward to assess the severity of the misconduct and select an appropriate remedy, it means that we add a second step to fixing the problem. That second step focuses on identifying environmental factors that might have played a part in allowing the misconduct to occur in the first place, and implementing ways to eliminate those environmental hazards to make sure it doesn’t happen again.

As usual, the best way to make my point is to use a real-life example.

I’ve conducted more investigations than I can count involving allegations of workplace extramarital affairs, but one that is particularly applicable here involves two people I’ll call Jack and Diane. Jack was the CEO of a mid-sized business. Diane was a director-level organizational leader. I was tasked with investigating a claim by the VP of HR, Meg, who objected to Jack’s recent decision to create a new EVP position for Diane. Meg and several other VPs were bothered by the fact that they would now have a dotted-line reporting relationship to Diane.

Although the primary questions I needed to answer included: (1) whether there was enough proof to show that Jack and Diane were romantically linked (they were), and (2) whether an inappropriate management decision about Diane’s employment was influenced by that relationship (it was). It was also critical that I identify “hazards” that might have contributed to an environment where this misbehavior was allowed to occur.

For example, in the course of my investigation it became clear that Jack and Diane were blatant about their affair, but no one said anything since they felt it was “none of their business” (until, of course, she was promoted to be their boss). It was also clear that the organization’s board of directors had given Jack too much autonomy and allowed him to run amok, creating a perception that he was accountable to no one.

At the end of my investigation, I reached findings about the underlying conduct and about Jack’s decision-making. The board decided on and implemented corrective measures related to the misconduct Jack engaged in. More important, I provided the board with a list of additional “hot spots” that I had identified as part of my work and gave them recommendations on how to improve their overall business practices and decision-making processes, and also provided them with feedback on how to make sure that, in the future, employees felt comfortable raising concerns before they became too big to fix. And of course, we also talked about ways in which the members of the board could work with a CEO in a way that didn’t overly restrict his freedom or autonomy, but provided some level of safeguard to make sure an issue like this didn’t happen again.

Workplace investigators are taught to look at events only in hindsight. They are tasked with finding out only whether the events, occurred as relayed, and, if there was some misconduct, to identify who was at fault.

That’s a good and necessary first step, but savvy investigators go one step further to not only assign blame and decide on appropriate discipline, but also to identify learning lessons and make recommendations about ways to improve the overall culture. Incorporating a backward- and forward-looking approach will require a paradigm shift—from focusing only on cause, to also focusing on how and why the drama occurred and to candidly talk about ways to prevent it. But the work will be well worth the effort since, in the end, it will get you closer to the top of the Healthy Workplace Culture Pyramid.

Accident/Injury Reduction versus Drama Reduction: A Side-by-Side Comparison

Another way to translate successes in the world of physical safety into the world of psychological safety is to do a side-by-side comparison that shows just how differently these two issues are approached. There are dozens of reference points to do this, but I’ll focus on three:

  1. The tone set in policy language related to safety versus policies related to drama (focusing on policies prohibiting harassment)
  2. The approach taken to prevent workplace injuries
  3. How reports of injuries are addressed

In looking at these areas, we’ll see themes emerge that will make it easier to translate safety successes into our quest to achieve a drama-free workplace.

Tone and Content of Policies

The tone of safety policies is almost always positive and focuses on a deep commitment to keeping employees out of harm’s way.  The policies mention legal obligations but don’t obsess over compliance. By contrast, harassment prevention policies are almost all legalese and focus on keeping the company out of legal hot water. (For more on how to draft clear and helpful policies, see Chapter 9.)

Sample Policy Language: Safety

OSHA declares: “The main goal of injury and illness prevention programs is to prevent workplace injuries, illnesses, and deaths, the suffering these events cause workers, and the financial hardship they cause both workers and employers.”6

A quick review of model policy language related to safety reiterates this general point. Policies focus on expressing the company’s commitment to making physical safety a vital workplace goal. Sample language includes:

  • “[We] consider injury and illness prevention equally important as operations, customer service and administration . . . The prevention of injuries . . . is an objective for all employees in the organization. Each manager/supervisor shall make the safety of employees an integral part of his or her regular management function . . .”7
  • “An injury and illness prevention program is a proactive process to help employers find and fix workplace hazards before workers are hurt.”8

Note that the policies do not say, “Workplace injuries might get us into legal trouble, so please don’t get injured.” The sense created by safety policies isn’t “We need to keep you safe and injury-free because it’s the law,” but rather “Your safety is of paramount concern to us.”

Sample Policy Language: Workplace Conduct

By contrast, policy language related to workplace harassment, discrimination and retaliation, has a completely different tone. Most start with a preamble that says something like, “Sexual harassment is offensive, is a violation of our policies, is unlawful, and may subject our company to liability for harm to targets of sexual harassment.” This language hardly provides comfort to employees who want to be protected from the harm that someone’s misconduct might bring.

Here are snippets from various policies covering the topic of harassment and discrimination:

  • Harassers may also be individually subject to liability.
  • Employees of every level who engage in sexual harassment, including managers and supervisors who engage in sexual harassment or who allow such behavior to continue, will be penalized for such misconduct.
  • Our company is committed to achieving and promoting compliance with the laws, rules, and regulations . . . . Any employee who believes they have been subjected to conduct they believe to be discriminatory, retaliatory, fraudulent, illegal, or unethical must submit a report.
  • Actions of harassment directed at an individual based on a legally protected category are deemed unacceptable.
  • Sexual harassment will not be tolerated.

In sharp contrast to the tone in safety policies, these policies sound scary, punitive, and focus exclusively on the dangers (to the company) of legal liability.

Translation

How can we take a page out of the safety book of policies and translate them into the world of workplace conduct? Here is one suggestion:

Our company prides itself on instilling our mission and values into everything we do. We know we can’t live up to our mission statement, or serve our customer base without providing you, our most important resource, with a safe, comfortable, positive, and productive work environment.

 To that end, our leadership gives you our word that we are committed to providing a healthy work environment where you can effectively perform your job and where you can thrive—as an individual and as valuable member of a supportive team. Whereas some companies promise a “harassment-free workplace,” our goals are much loftier than that. This isn’t simply a guarantee that we won’t violate the law. Our word to you is that we will not only do our part to prevent and resolve unlawful harassment, but that we are committed to creating and maintaining a diverse, inclusive, and professional environment.

Of course, as I’ve reiterated throughout this book, these promises are only words on paper if they aren’t supported by an authentic commitment to generate this type of culture, and to take actions to back up those words.

Looking to other influencers

In addition to employers making changes to the way they approach prevention and resolution of workplace misconduct, we need other influencers to do their part.

For example, many state legislatures have passed sweeping legislative mandates in response to the #MeToo movement. Government’s commitment to help employers eliminate workplace harassment is admirable. Unfortunately, too many of these new laws are the same old same old—emphasizing legal liability, providing only one avenue (a lawsuit) for employee redress, and only giving lip service to the much more important issue of creating a workplace culture that is respectful, inclusive, and professional.

In addition to needing better legislation, enforcement agencies can also do their part to implement guidance that will help employers achieve this type of culture. OSHA makes it mandatory for employers of a certain size to implement an injury and illness prevention program and it also encourages employers who are more ambitious and forward-looking to adopt a voluntary prevention program. This sends a strong message to employers that, while complying with legal mandates is the floor, it is not the ceiling. Federal and state enforcement agencies who are tasked with enforcing employment laws should examine this approach to help companies set the right tone and stop focusing exclusively on legal compliance.

Finally, the insurance industry could and should do its part to have an impact in this arena. In fact, it is in the insurance industry’s interest to decrease claims so there is a strong business incentive to require companies to set up effective ways to prevent misconduct and to help employers set up mechanisms for early intervention.

To give you an idea of how far we have to go, here is a snippet from the website of a large insurance agency that provides employer practices liability insurance (EPLI) to guard against claims of discrimination and harassment:

You’re at risk of an employment claim from the moment you interview a prospective employee. For example, if you choose not to hire the interviewee, that individual could allege some sort of discrimination. Or, if you hire that person and later fire them due to poor attendance, that discharged employee could claim wrongful termination.9

It will take a comprehensive, all-hands-on-deck approach to solve the issue of toxic workplace cultures, but our employees are well worth that effort.

Prevention Techniques

Safety policies are laser-focused on preventing accidents and injuries. They don’t talk about preventing only major accidents or serious injuries, they talk about preventing all accidents and injuries. Unfortunately, most harassment prevention policies only focus on preventing unlawful behavior and send the wrong message about the company’s commitment to a respectful and inclusive workplace culture.

Sample Language: Safety

Read any company’s policy about their commitment to safety and you’ll see that central to this commitment is their focus on preventing accidents from occurring in the first place. These companies are obsessed with identifying hazards, fixing them quickly, and learning lessons at every stage. They also create an environment where this commitment permeates throughout the company, which creates an incomparable openness to identifying and reporting any possible hazards.

From OSHA:

Most successful injury and illness prevention programs include a similar set of commonsense elements that focus on finding all hazards in the workplace and developing a plan for preventing and controlling those hazards. Management leadership and active worker participation are essential to ensuring that all hazards are identified and addressed.10

One model policy defines manager and supervisor responsibility as follows:

  • Set the proper example for safe behavior and never act unsafely or violate a safety rule or an established safe work practice.
  • Be continuously vigilant of unsafe conditions that could contribute to an injury and take corrective action to eliminate or control unsafe conditions or work practices immediately.11 (In other words, establish a “find and fix” approach to safety.)

The message is clear: “We really, really, really want to know about anything that might make our workplace unsafe because we don’t want anyone to have an accident or get injured, especially if we could have prevented the accident. So please help identify any dangers so we can all be healthy and safe.”

Sample Language: Workplace Conduct

In sharp contrast to the “we really want to know about anything that could pose a danger” language found in the world of safety, when it comes to expected workplace conduct, the message is, “Don’t come to us with minor issues . . . we want to know only about problems once they’re serious enough to constitute a policy violation or if it could get us into legal hot water.”

Typical policies related to reporting and preventing workplace misconduct say:

  • All employees are encouraged to report any harassment or behaviors that violate this policy.
  • Managers and supervisors are required to report any complaint that they receive, or any harassment that they observe or become aware of.

The failure to address issues early – which includes the failure to provide employees the tools necessary to resolve issues on their own – means that any promise to identify and prevent hazardous workplace conduct is disingenuous. (See Chapter 9 for more on drafting effective harassment prevention policies.)

Translation

Taking a cue from safety, a better way to send a message of wanting to identify issues early is to say:

It is our goal to provide an environment where employees treat each other respectfully and professionally. While we understand that we all have bad days and might occasionally let our frustrations or stress get the best of us, we expect everyone to do their best to listen, be patient, allow everyone’s voice to be heard, and create an environment where all our employees feel they belong.

 If you experience or observe behavior that you think falls below this expectation, you should feel free to address it yourself if you’re comfortable doing so, or feel free to enlist the assistance of your manager, HR, or anyone else who you can partner with to resolve the problem.

 We know that this is easier said than done, but we are deeply committed to fulfilling our obligation to provide you with a world-class workplace culture. This means we all have to do our part and one of many promises we make is that we will not only help you build technical skills, we will also teach all our employees skills in communication, conflict resolution, and empathy so that with each conversation, each meeting, and, yes, each bump in the road, we get better and better at becoming partners in culture.

Now that would send a strong message that the company is truly committed to preventing misconduct long before it reaches the point of unlawful harassment.

Addressing Injuries

Safety cultures seek to prevent injuries, no matter how big or small. They seek to become aware of all injuries, no matter how big or small. They seek to treat all injuries, no matter how big or small. The same can’t be said for the majority of corporate policies or practices in the world of preventing harassment or other misconduct in the workplace.

Sample Language: Safety

Closely related to the commitment to identify hazards is dealing with reports of injuries. The safety message is short and sweet: Make certain all injuries, no matter how minor, are treated immediately.

Sample Language: Workplace Conduct

As outlined above, almost all policies and practices related to workplace conduct give a very different instruction. Instead of asking employees to report issues early, employees are instructed to make reports once they are serious and possibly unlawful.

Imagine if safety protocols followed a similar path. Rather than saying, “All injuries need to be treated immediately,” the instruction might say: “Only major injuries should be immediately treated. Major injuries include partial or total loss of limb, obvious bone fractures, and serious head wounds.”

The imaginary response sounds absurdly callous, but too often this is essentially what employees who complain about rude, belittling, demeaning, disrespectful conduct that has caused emotional or psychological harm are told when they report an “injury” that seems minor (compared to unlawful behavior, which would be considered either severe or pervasive).

Translation

How about this instead:

We understand that creating a culture that aligns with our core values requires many moving parts. One critical part is helping our employees resolve issues early. While we (management) can’t intervene in every single instance of workplace conflict, we are committed to doing two things: (1) to provide you with the tools and resources necessary to resolve conflict on your own when appropriate and (2) to become your partner in resolving conflict early so that it doesn’t escalate.

 We have a variety of ways to help you sharpen your communication and conflict-resolution skills so that we can all lower the temperature when necessary. But if doing this on your own isn’t feasible, we want to help. That means that we don’t want you to wait until the conflict becomes unbearable to approach us for help.

 Over time, as all of you become experts in using emotional intelligence to communicate persuasively, you will need our intervention less and less, but please know that we are here to help whenever you need a partner in doing your part to make ours a topnotch workplace culture!

It’s in everyone’s interest that we change our approach to addressing misconduct early so that it never reaches the point of full-blown drama.

It’s time for all professionals in charge of eliminating drama from our workplaces, especially those in top leadership positions, make a better promise to employees about workplace conduct—one that isn’t only rooted in legal compliance. As one CEO stated when asked to give his company’s safety philosophy:

Establishing safety as a value rather than a priority tells our employees and our customers that safety is built into our culture, not something we do to merely comply with regulations.12

Those of us tasked with creating a culture free of workplace drama would be wise to listen to this CEO.

Notes

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