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Are Stock Buybacks Good for Shareholders but Bad for Society?

When the Coca-Cola Co. announced last week that it plans to buy back 150 million of its shares, it joined an epic buying spree by U.S. corporations. In 2018, companies announced plans to buy back more than $1 trillion of their outstanding shares, a record total. And the momentum is continuing this year. The goal is to boost their share prices by taking some of their stock off the market, which is generally good news for stockholders, including the executives of those companies. In fact, the buybacks are a key driver of the stock market's current surge. But the buyback binge now faces a backlash from elected officials on both sides of the aisle, who say that the practice rewards asset-rich investors but fails to benefit the vast majority of Americans. Senators Chuck Schumer, a Democrat from New York, and Bernie Sanders, an independent from Vermont, raised the battle flag earlier this month with an op-ed piece in the New York Times, declaring that in recent decades "corporate boardrooms have become obsessed with maximizing only shareholder earnings to the detriment of workers and the long-term strength of their companies, helping to create the worst level of income inequality in decades." Between 2008 and 2017, the senators said, "466 of the S&P 400 companies spent around $4 trillion on buybacks, equal to 53% of profits." By giving so much to shareholders, the companies failed to reinvest those profits in research and development or better wages and benefits for their workers. In fact, some companies including Walmart and Wells Fargo have announced stock buybacks even while planning to lay off thousands of employees. As a remedy, the senators said they plan to introduce legislation that will "prohibit a corporation from buying back its own stock unless it invests in workers and communities first, including things like paying all workers at least $15 an hour, providing seven days of paid sick leave, and offering decent pensions and more reliable health benefits." Within days, Republican Senator Marco Rubio launched his own plan to curb stock buybacks. His legislation would end the preferential tax treatment given to stock buybacks, in which profits are taxed as capital gains rather than as dividends. "We have too often failed to make the well-being of working Americans the terms for market success," Rubio wrote in a report from the Senate Small Business Committee, which he chairs. One reason corporations are pouring money into stock buybacks is that afters years of strong economic growth, they're awash in profits. "Companies often don't know what to do with their excess cash," wrote David Kelly, chief global strategist for JPMorgan Funds, in his weekly report for investors. But, as CNN reported, he thinks a clampdown would be a mistake. "It is far more efficient to let companies distribute the cash rather than encourage them to invest in areas that seem less profitable," he wrote, adding that "it is unnerving to see politicians from the left and right once again attack corporate greed as the source of all the nation's problems." Proposals to clamp down on the buybacks fail to appreciate a key economic function they provide, wrote Shawn Tully in Fortune. "Repurchases channel corporate earnings from old-economy stalwarts lacking profitable places to reinvest the cash to the industries of the future," he argued. "It's the cash distributed by a P&G or GM that, through this fluid ecosystem, funds expansion in fast-growers hungry for capital, in areas from cloud-based services to e-commerce distribution centers to electric cars." No less a sage than Warren Buffett came out in defense of stock buybacks last week in his widely followed annual letter, saying that his company Berkshire Hathaway plans a significant buyback. But he cautioned that such repurchases have to be done in a disciplined way. "Obviously, repurchases should be price-sensitive: Blindly buying an overpriced stock is value-destructive, a fact lost on many promotional or ever-optimistic CEOs," he wrote. How will the political debate shake out? In an editorial, the Washington Post proposed that "government should intervene subtly, if at all, and certainly not with the regulatory sledgehammer" proposed by Schumer, Sanders and other legislators. "Critics of stock buybacks are saying, in effect, that elected officials or regulators may know better than companies themselves what should be done with extra cash. It is far from clear that this is true, given that we have just gone through a long period in which both stock buybacks and job creation grew," the Post's editors wrote. "Best for Congress to make sure there really is a serious problem before trying to legislate a solution."  

fromdayone | February 25, 2019

How a Grocery Chain Grew a Local Program into a Core Value

The supermarket chain Wegmans is beloved for a lot of things, including being one of the best companies to work for. Among U.S. grocery chains, it typically ranks No. 1 with customers too. In Brooklyn, N.Y., where Wegmans plans to open its first store in New York City this fall, anticipation has been building for years. Yet the family-owned company, based in Rochester, N.Y., has a lesser-known but equally impressive status: as a standard-setter in sustainability. Wegmans has made it a company-wide effort, from reduced emissions to zero waste. At the company's zero-waste pilot store in Canandaigua, N.Y., the level of recycling has reached 82.6%, with the company's other stores close behind.  What's striking about the company's commitment is that it didn't start with a long-term vision, but with a small, local initiative. Jason Wadsworth, who oversees Wegmans’ sustainability program, can trace the DNA of its success to a small program that was never expected to roll up into a program that now directs business choices at the company. The industry-leading initiative started out as a program to donate unused, perishable food. Wadsworth told From Day One how the little program scaled up, providing a case study for anyone in a company trying to get a similar campaign off the ground. Wegmans has been running the Perishable Pick Up Program for the last three decades, predating the sustainability program, which is now 12 years old. For years, food-pantry trucks have rolled up to the loading docks of local stores as frequently as three to seven days a week or to distribution centers at the end of a reverse-logistics chain. The program donated 8 million lbs. of food in 2017, including bakery products and nonperishables like dented cans.  Workers at a Wegmans pick out perishable items for donation, including baked goods As food pantries start to shift their requests toward healthier options, Wegmans upped their produce donations of fruits and vegetables to match. “We did it because it’s the right thing to do, first and foremost,” says Wadsworth, who credits the values of the late Robert Wegman, the company's former chairman—"doing the right thing, caring, and making a difference”—with setting fertile ground for the donation program. The U.S. Department of Agriculture estimates that 11.8% of households in America, or 40 million people, are "food insecure," meaning that their regular eating patterns are disrupted because they can't afford enough food or live in "food deserts." Though Wegmans has expanded to nearly 100 stores in recent years, the Perishable Pick Up programs remain local, run by each store with local partners. Besides the benefits to local communities and the reduction of food waste, Wadsworth pointed out that there's a business case as well. “Those folks you would be donating to today may not be your customers; they may not be able to afford it. But at some point, they will be able to afford it when they get back on their feet.” In short, the Wegmans Perishable Pick Up Program is a window into the trait that makes the company a good local actor: long-term thinking.    Twelve years ago, the company set the more ambitious goal of zero waste. Now, in addition to pantry donations, unused products are composted or taken to farms for animal feed. The program is built on several business cases, including responding to consumer affinity toward sustainable companies and avoiding the expense of unused-food disposal. The sustainability program is not yet cost-neutral, since R&D on programs like composting require large up-front costs, but that’s Wadsworth’s eventual goal. “We shouldn’t pay more for sustainability,” he says.  The program has had unexpected benefits as the company expands into new states where regulations may require sustainability practices. New York is the second city where Wegmans has met an existing food-waste ban, which prohibits supermarkets and large restaurants from putting unused food in landfills. Thanks to its long-term investment in processes like the perishable-donation program, Wegmans is set up in advance to comply with such regulations. For the many companies dealing in food and beverages (manufacturers, groceries, wholesalers, caterers, and farmers), the EPA has created a step by step guide on how to build a donation-logistics program to help reduce food-waste’s role as the single largest contributor to municipal landfills, not to mention saving the energy and water needed to break down food waste for other purposes.  For anyone interested in pushing their organizations into sustainable or other value-driven policies, Wadsworth suggests starting local. “Typically, we start with one store and it morphs until eventually it becomes a company program,” he says. True, not every company is family run, with decades of long-term thinking, but Wadsworth still believes it’s possible to change a big company by launching a program in a local branch. “Just do it,” he says. “You’ve got to start somewhere.” Emily Ludolph is a senior editor at 99U and an alum of TED Conferences and Vassar College. She has published in the New York Times, the Atlantic, Narratively, Artsy, 99U, Quartz, and Design Observer

emilyludolph | February 21, 2019

Is It Safe to Speak Up in Your Workplace?

When the term "workplace safety" comes up, most people may think of construction sites and hazardous materials. But health and well-being is an issue for all workplaces—and not all dangers are physical. In fact, the social and emotional challenges that employees can face on the job—from discrimination and harassment to lack of recognition and feedback—can be even more insidious. Recognizing this, many enlightened companies have become more determined to foster a healthy work environment with an emphasis on clear values and open communication. “A safe work environment is one where people feel comfortable having challenging conversations with their manager," said Rachel Ernst, vice president of employee success at Reflektive, a San Francisco-based company that provides a suite of people-management programs. "Psychological safety is one of the most foundational things a company needs to set employees up for success.” Rachel Ernst, vice president of employee success at Reflektive From Day One talked with Ernst about the key strategies she recommends to companies aiming to foster a healthy corporate culture. Among them: 1.) Start with values Ernst said that anyone building a company from scratch, or managing a company at a turning point, would do well to determine their values and build them into the core of the business. “For companies looking to build a healthy culture, values are incredibly important to start with. Hire for, reward for, and act out those values on a daily basis.” One of those values, Ernst said, should be “making sure that people feel comfortable voicing their opinions. In order to build this kind of environment, it's key that leaders are out there and are visible." This means participating in team meetings, company meetings, and one-on-one meetings, and being fully present in daily interactions. 2.) Be proactive Employees are more likely to speak up when they feel that their voices matter. Ernst advocates a three-step process: ask, listen, and act. In this process, managers ask a question, express that they heard what their employees had to say, and communicate what is going to happen in response. “Ultimately, we as managers exist to make sure employees feel valued in the organization and that they’re able to be productive. If managers listen to and take action based on employee feedback, employees are more likely to speak up and voice opinions or concerns.” 3.) Make training a priority Anti-harassment training is an essential step for companies new and old. Ernst’s own company holds a mandatory "Creating a Safe Work Environment" training session each year: two hours for managers, one hour for employees. While the company's home state of California requires that training occur only every other year for managers, Ernst recommends doing this type of training annually and globally, regardless of regional minimum standards. “Anything you do training on communicates the message that it’s important to the culture. You're saying to your employees: a safe work culture is very important to us, and this is what that means to us; when something contradictory to this happens, it’s not okay, and you need to let us know so we can take the right steps to address it." 4.) Create a feedback system Feedback shouldn't be a random process. Having a system in place encourages employees to think regularly about their work experience. It also creates a forum for individuals who may be less likely to address issues they’re seeing on their own. “It takes a system to really encourage the right thought process and create the right cadence for feedback to happen,” Ernst said. 5.) Address issues of all sizes Taking small issues seriously can prevent larger, ongoing problems, as well as build confidence and trust among employees. “I’d prefer a culture where people say more things than less. We can always get ahead of little behaviors that have the potential to turn into something much bigger," said Ernst. Employees may be unaware about how their behavior is perceived. "There are a lot of times that the behavior is very unintentional, and helping the employee understand how it could be perceived in a certain light makes all the difference. Giving someone the opportunity to change a behavior is also important.” Photo by Rawpixel on Unsplash 6.) Build up the positive According to Ernst, it takes three pieces of positive feedback to open a person up to constructive criticism. Systems that consistently reinforce employee successes provide a steady stream of positive feedback, making workers less defensive about feedback that might be otherwise considered negative. The idea is to create a growth-oriented mindset among employees. One measure Ernst suggests for setting the tone is a recognition wall, where individual and team accomplishments are celebrated. “A recognition wall is a mechanism that makes it easy and fun to give positive feedback. People will be more responsive to constructive conversations because they know that they’re supported and people believe that they can grow.” (For more information on how to implement real-time feedback and recognition walls at your organization, download Reflektive’s e-book “The Ultimate Guide to Real-Time Feedback.”) 7.) Be open with criticism “As humans, we’re not built perfectly. If I have a good manager, he or she wants to help me understand what I’m doing well so I can continue doing that, as well as how I’m standing in my own way sometimes — whether it’s in interactions with colleagues or customers. Taking the time to say those things reassures me that my manager cares about me as a person and values me," said Ernst. "Employees are then more likely to feel motivated to want to work for you and feel comfortable asking for help.” 8.) Don't avoid the difficult conversation Building personal rapport between managers and employees can help foster the trust needed to have difficult conversations. “If a manager shows confidence in being able to handle a challenging conversation with you, you feel more comfortable sharing with them, knowing that they will be able to handle it and take the right action. Having those harder conversations deepens trust,” Ernst said. 9.) Keep it frequent Managers should have regular check-ins with their employees. Keeping the conversations frequent helps ensure that there isn’t any pent-up feedback that hasn’t been given to the employee. Companies tend to be moving away from the traditional annual review, said Ernst, because employees would hear feedback from a manager about something from months before. The quicker an issue comes up, the faster an employee can adjust and grow. Definitely avoid: managers canceling one-on-one meetings and failing to reschedule them. 10.) Encourage employees to communicate candidly “Peer-to-peer feedback is one of the most important ways to motivate people. Employees are very interested in what people think about them,” said Ernst. The idea is to create bonds of trust—not just between workers and managers, but all through the staff. "When you don’t, you’re much more likely to go somewhere where you feel better connected with the people that you work with, because we all seek that connection as humans." Carina Livoti is a New York-based writer. She earned a degree in English at Harvard and spends a lot of time wondering whether strangers wearing earbuds on the subway are actually listening to anything

carinalivoti | February 12, 2019

Putting Students in High-need Communities on a Fast Track

Corporate America needs skilled, tech-savvy workers—but a lot of potential workers don't have the opportunity to get on track to those jobs. The educational network NAF was formed to fill that gap. The organization creates STEM-focused learning academies within high schools in high-need communities to accelerate the students toward careers ranging from engineering to health sciences. NAF, originally known as the National Academy Foundation, has grown ambitiously. During the current school year, NAF is serving 109,000 students in 617 academies across the U.S. In 2017, NAF launched a new program called Future Ready Labs, an innovative internship concept designed to increase the quantity of meaningful, paid internships companies are able to support for our nation's future leaders. In an interview with From Day One, NAF's Chief Operating Officer Lisa Dughi explained how NAF works and why internships are important for high-school students. Excerpts: Why does NAF focus its educational programs  at the high-school level? Is that where the need is highest? Lisa Dughi, NAF's chief operating officer NAF was founded nearly 40 years ago to solve two issues simultaneously: to fill workforce pipelines with skilled and diverse talent, and to create an educational experience for disengaged youth that helped them make connections between what they were learning in school and the knowledge and skills they’d need to thrive in the workforce. All these years later, this is still at our core. High school is the time when young people start making critical decisions about their career pathways. This is when they hone in on their interests, decide on their post-secondary path, and often what major they are going to choose. By targeting high school, we’re intervening at the right time to help students make the best possible choices for their futures. How do NAF academies fit within existing public high schools? NAF academy students participate in all the general, traditional course work and use their supplemental or elective time for their career courses and work-based learning activities. Students in NAF academies take both their general and career courses together to enable strong bonds to be created and to allow for integrated work across courses. What goes into setting up a NAF academy, in terms of preparation and launching? Those who are interested in establishing a NAF academy participate in an application process to outline their intent and the support available to ensure the success of the academy. Those that are accepted then enter into the Year of Planning program. NAF works to ensure all stakeholders are well-trained and confident in delivering on the NAF educational design and develops a lasting relationship with academies as they adjust the design to fit school or district needs. What challenge are you addressing with the new Future Ready Labs? There are not enough internship opportunities available for high school students, who benefit from practicing their hard-earned skills best in an internship environment. NAF Future Ready Labs enable employers to host more interns than they normally would, since the labs are established as structured group internships that are project-focused and completed in a shorter period of time than traditional internships. Usually internships are associated with college students. Why are they so important at the high-school level? Internships should be happening in high school and in college. By the time students are in college, they likely have already selected their major and their career path or may still be trying to figure it out. High-school internships give students the opportunity to gain practical experience and make better decisions about their future before getting to college and committing to something they may decide later isn’t for them. It also gives them a leg up when pursuing college internships. How are the interns organized and put to work within companies? Internship structures change from company to company. In general, in order for an internship to qualify for NAF’s employability credential, they must consist of 120 hours; payment of no less than federal or local youth training wage; direct supervision by an adult that is not the student’s teacher; produce work of value to the employer; and include a written individualized learning plan with targeted outcomes. The main emphasis is that students get the opportunity to be treated as an employee of that company and gain real-world experience. What kinds of projects do the interns work on? Lynne Doughtie, who serves on the NAF board and is Chairman and CEO of KPMG, talking with Future Ready Lab Students I think many employers are surprised by what high-school interns are able to contribute. NAF interns work on a variety of projects depending on their academy theme and the needs of their employer. For example, a finance student may create financial reports for the accounting department. Engineering students can assist mechanical engineers with computer-aided design (CAD) drawings. Health-sciences students can work in a doctor’s office or hospital and take patients’ vital signs. There are so many possibilities. This generation has an important perspective and unique capabilities. In the first three labs you launched, in 2017, what did you observe? We found that collaboration and commitment from planning partners were the key to success. With support, interns were able to grow as professionals, practice core career skills, assess their interests and abilities, and refine their career goals. Our first pilot was considered successful, and it shows. Following our first year, we expanded the number of Future Ready Labs from three to nine and for the summer of 2019, we anticipate even greater expansion. What industries do you focus on in your programs? NAF academies are focused on growth industries. They include engineering, finance, health sciences, hospitality & tourism, and information technology. NAF academies are meant to serve the needs of their local community’s workforce, so some academies adapt the NAF educational design to fit their specific needs. For example, we have academies in rural areas that focus on agriculture. We also have academies that focus on aviation and cybersecurity as there are vast opportunities for work in those fields. You have a program called NAFTrack Certified Hiring. How does that work? NAFTrack Certified Hiring is a groundbreaking initiative in which a growing number of top companies have committed to give special consideration to college students and eventual job applicants who, as high school graduates, earned NAFTrack Certification. It's achieved through an online system created by NAF for education and business leaders to assess college and career readiness. Student performance is measured through career-related coursework, a qualifying internship, and high school graduation. How can companies and professionals get involved? There are many different ways. NAF academies rely on business professionals to provide the work-based learning experiences that bring the educational design to life. When business professionals give just a little bit of their time to share their expertise with students, the impact is monumental. Anyone interested in getting involved can learn more here. What do you, professionally and personally, find gratifying about NAF's mission?   I often say that it is hard to have a bad day when at the end of it, everything we do is focused on improving the lives of underserved and underrepresented students, their families, and their communities. Getting to hear the stories of our students and alums whose lives and futures are transformed by the experiences they have in their NAF academies, and having the opportunity to see the successes they are able to achieve as a result, makes every day working at NAF better than the last. Our nation’s future is sitting in classrooms across the country and having a positive impact on many of those students is certainly time very well spent. Steve Koepp is a co-founder of From Day One. Previously, he was editorial director of Time Inc. Books, executive editor of Fortune and deputy managing editor of Time

Stephen Koepp | February 07, 2019

In Davos, Business Leaders Say They're Tackling Climate Change

Editor's note: this story was originally published on Techonomy.com Christiana Figueres wants to thank Donald Trump. She’s the one who, more than any other person, drove the process that led to the Paris Climate Agreement, as executive secretary for the UN Framework Convention on Climate Change. Now she’s confident the pact’s aggressive carbon-reduction goals will be met, she said at a lunch panel hosted by Bloomberg at the World Economic Forum in Davos in late January. And surprise–she largely credits Trump. “Every time we see some inexplicable attack on someone or some idea, it leads others to double down,” she said. As a result, nations, cities, and citizens around the world are working harder to reduce carbon emissions, she says. Optimism about our ability to beat back climate change was my big takeaway from Davos. But I also got a sense there that for at least some in business, fighting climate change and working to improve the planet was finally becoming not just a hollow “responsibility.” “Decarbonizing is a business opportunity,” said Johan Rockstrom, of the Potsdam Institute for Climate Impact Research, also on the lunch program. He was not the only one making that point. At the lunch, Börje Ekholm, CEO of Ericsson, said digital technologies, especially the enhanced internet of things made possible by 5G wireless infrastructure, will assist humankind in meeting fully 1/3 of the climate goals for 2030. “The business community is way ahead of the political leadership,” climate expert Rockstrom continued. “We are doubling renewable energy produced by solar and wind every 4.5 years. That’s exponential, and means 50% of the world’s energy will be produced from renewable sources by 2030, even with business as usual.” That same evening, I went to a reception hosted by Unilever’s departing CEO, Paul Polman. As much as any big business leader, he has made a conscious commitment to global betterment a central element of doing business. The reception, attended by hundreds of his friends and fans, was focused on how business can help achieve the UN’s 17 Sustainable Development Goals for 2030. Like Rockstrom, Polman sees working towards the goals not as a burden for business, but as an opportunity, along with an obligation. He said 1800 CEOs have already committed to integrating the SDGs into their companies’ work, and that achieving them would create at least 380 million jobs. Our theme here at Techonomy in 2019 is Collaborating for Responsible Growth, so I was heartened to hear Polman call for companies to stop talking about corporate social responsibility, and instead begin pursuing “responsible social collaborations.” Working across boundaries between industries and between business, civil society, and government is the only path to addressing the scale of the world’s problems. My final day in Davos, I attended the annual lunch hosted by Salesforce CEO Marc Benioff in a giant white geodesic dome in the center of town. This year the lunch, too, was focused on combatting climate change. Benioff moderated a panel including Figueres, the primatologist and conservationist Jane Goodall, Will.i.am, Bono, and Kengo Sakurada, CEO of Japanese insurance company Sompo Holdings. In his inimitable earnest fashion, Benioff asked the panelists a very non-corporate question: “How can we bring our light into the next five years? Look into your heart.” Figueres proclaimed “This is the moment of choice on climate, and on everything.” Goodall said business must ask how it can perform for the good of the planet. Will.i.am, much of whose focus these days is on entrepreneurship around AI and speech, said we need to pair our efforts at creating smarter machines with parallel efforts to insure people are better educated. Bono was in fine form, as if composing lyrics: “We have to decide if we’re firefighters or arsonists…Businesses, like species, will become extinct if they don’t evolve to changing environments… Consumers are waking up to the power they have in their pockets. They realize it’s political power.” The idea that consumers are voting as much with their wallets as in the ballot booth was a nice corollary, or even an explanation, for Rockstrom’s point that business is ahead of politicians on climate change. But the coup de grace was delivered by a 16-year-old climate activist named Greta Thunberg. Benioff, presumably knowing what he was doing, handed her the mike. What we heard was not typical Davos fare. Thunberg quietly thundered: “Some people say that the climate crisis is something that we all have created, but that is not true, because if everyone is guilty then no one is to blame. And someone is to blame. Some people, some companies, some decision-makers in particular, have known exactly what priceless values they have been sacrificing, to continue making unimaginable amounts of money. And I think many of you here today belong to that group of people.” Facing that accusation, the audience first gasped, then applauded. “The future is in your hands,” Thunberg proclaimed in conclusion. Former Trump economic advisor Gary Cohn, sitting in my line of sight, who had been fidgeting and focusing on his phone during most of the panel, did not applaud. That night, at a dinner in a restaurant back room hosted by my friend Matthew Bishop, the author who is now a managing director at the Rockefeller Foundation, a debate broke out among the assembled journalists, activists, and businesspeople. Several said the World Economic Forum was just a bunch of plutocrats scheming to maintain their wealth. Yes, partly, it is, as Thunberg had pointedly noted. But there were also plenty of more productive threads to this tapestry, I insisted. I left Davos inspired to help continue those at our own Techonomy conferences in 2019. Join us May 14-15 in New York to hear some of those same voices, which I am more determined than ever to assemble here. David Kirkpatrick is the founder and editor in chief of Techonomy, a conference series and journalism platform focused on the intersection of technology and the global economy. Kirkpatrick is also the author of the bestselling book “The Facebook Effect: The Inside Story of the Company that is Connecting the World.” He spent 25 years at Fortune, and founded and hosted its Brainstorm and Brainstorm Tech conferences

davidkirkpatrick | February 01, 2019

'Hustle Culture' Has Been Glamorized. And That's Not Healthy

On the surface, many millennial workers seem to be all hustle and bustle, a generation of strivers, with work as the center of their belief systems. But underneath, are they actually leading lives of quiet desperation? That question is the focus of two influential stories this month that have pulled back the curtain on workaholism as an aspirational lifestyle. In her story, "Why Are Young People Pretending to Love Work?," New York Times tech writer Erin Griffith identifies the chief glorifiers of toil culture, including the co-working juggernaut WeWork. From their point of view, she writes, "not only does one never stop hustling—one never exits a kind of work rapture, in which the chief purpose of exercising or attending a concert is to get inspiration that leads back to the desk." Griffith portrays hustle culture as kind of a swindle, in which the folks at the top of the pyramid exploit the general hunger for meaning in our society to create a cult around the workplace. "In San Francisco, where I live, I've noticed that the concept of productivity has taken on almost a spiritual dimension. Techies here have internalized the idea—rooted in the Protestant work ethic—that work is not something you do to get what you want; the work itself is all." Why are millennials particularly vulnerable? Griffith cites a recent piece by BuzzFeed News Reporter Anne Helen Petersen, "How Millennials Became the Burnout Generation," in which Petersen asserts that millennials have been running scared practically their whole lives, driven by their own high expectations and those of their parents. As students, they "were convinced that their first job out of college would not only determine their career trajectory, but also their intrinsic value for the rest of their lives," she writes. Later in the workforce, they struggle to prove that it was all worth it by working ever more strenuously and efficiently, but they never arrive at a finish line. "Exhaustion means going to the point where you can’t go any further; burnout means reaching that point and pushing yourself to keep going, whether for days or weeks or years," Petersen writes. Petersen offers no dramatic plan of action to fix the problem, but sees it as a partial explanation for why "so many millennials increasingly identify with democratic socialism and are embracing unions: We are beginning to understand what ails us, and it’s not something an oxygen facial or a treadmill desk can fix."

fromdayone | January 30, 2019

How Companies Scrambled to Help Federal Workers

The atrium at the Barclays Center arena in Brooklyn is typically filled with a stream of excited basketball fans, but last week the scene was entirely different. The cavernous space was stacked with groceries (milk, fruit, and vegetables) and personal-care items (diapers, baby shampoo) for federal workers who have been living without paychecks because of the partial government shutdown. More than 600 federal workers showed up at arena to take advantage of the emergency pop-up shop, organized by the Food Bank for New York City and BSE Global, the company behind Barclays Center and the Nets basketball team, who also handed out free game tickets. While President Trump announced a deal with congressional leaders on Jan. 25 to temporarily reopen the government, workers are not completely out of the woods. The deal would reopen government departments for three weeks while Congress works on a border security package. But if a “fair deal” does not emerge by Feb. 15, Trump said, there could be another government shutdown, the Washington Post reported. Employees of Frontier Airlines brought donated food items inside Orlando International Airport. The food drive was organized by airport workers (Photo by Paul Hennessy/NurPhoto/Sipa USA via AP) Thousands of federal workers across the U.S. have been stretched to the limit, struggling to pay rent and put food on the table since the shutdown on Dec. 24. About 800,000 workers have been affected, more than half of them deemed essential staff and required to work without compensation. Across the U.S., there has been an outpouring of support from businesses and nonprofit organizations to offer essential items, financial relief, and professional advice to federal workers caught in the bind. “We’re here to help our customers, whether they’re a government worker, a government contractor or simply an employee at the diner across from a shuttered federal office,” JPMorgan Chase CEO Jamie Dimon wrote in a note to the bank’s employees. In Brooklyn, some workers came with kids in tow, and some left work to pick up necessities. “In my own household, myself and my husband are federal government workers, so that’s two paychecks not coming in,” said a federal correctional officer, who asked not to be named. “And we have small children at home that we have to care for, child-care expenses to pay while we still go to work and not get compensated. So it’s very stressful.” Making matters worse, some cash-strapped workers haven’t been able to afford transportation to their no-pay jobs. As a remedy, the correctional officer said her managers offered to allow workers to sleep overnight in the facility. A spokesperson for Brooklyn’s Metropolitan Detention Center said that it was just one of several measures put in place to assist the workers. “One avenue is providing interested staff with sleeping accommodations in a secure and empty part of the institution,” the spokesperson said in an email. “At no time are staff sleeping in inmate occupied areas.” Oblio’s restaurant in Denver has been offering free pizza and wine to unpaid federal workers since the government shutdown began (Theo Stroomer/The New York Times/Redux) Thoughts of having a Brooklyn pop-up shop for federal workers first began when the shutdown started, said Margarette Purvis, president and CEO of the Food Bank for NYC. But it quickly became a commitment when they heard that February’s food stamps would be distributed in January instead, leaving families without support for next month. “I think all of us can connect to the power of missing a paycheck,” Purvis said. “They’ve now missed two. These are the people who protect us, who make our government run.” At the Brooklyn event, 600 volunteers showed up over the holiday weekend to pack food bags in preparation for the giveaway. The event also had a staffed table where attendees could learn more information about SNAP (food stamp) enrollment and where and how to file taxes. Bruce McClary, a spokesperson for the National Foundation for Credit Counseling, compared the national outpouring of support to the response to a natural disaster. “Not in my recollection has there been such a universal response,” McClary told USA Today. “The only difference is this is a man-made disaster.” Among other companies and organizations offering help: GoFundMe The crowdfunding company, GoFundMe, found a way to help workers who are struggling to afford groceries or other household necessities during the shutdown. The company created a fundraiser for furloughed federal employees, with a goal of $200,000. The company reached its goal on Tuesday, just three days after it launched the campaign. Funds raised will be distributed to nonprofits across the U.S. that provide workers with hot meals, personal-care necessities, and household items. “I hope the shutdown ends soon,” GoFundMe CEO Rob Solomon wrote in a statement. “In the meantime, please join me and help our fellow Americans by providing some short term relief. This is not about politics. This is lending a helping hand to someone in need.” Hyundai Car payments can be one of the most expensive bills that come due each month. Hyundai announced that it will defer all loan and lease payments for federal workers for one month during the shutdown. “We recognize that there are many federal employees who are Hyundai owners and are not receiving their normal paycheck,” Brian Smith, chief operating officer of Hyundai Motor America, told Business Insider. “Hyundai is a brand that aims to make things better for its customers and this is our way of showing customers ‘we have your back’ during this uncertain time.” Progress Residential In Dallas, Texas, this property-management company is deferring payments on rentals for federal employees. The company is working individually with affected renters on deferring January and February rent payments. Renters must simply show a furlough letter or proof of employment with an affected government agency. “This is a unique nationwide situation, and we view it as an opportunity to demonstrate how deeply we appreciate the work that our civil servants and military men and women do for our country,” Chaz Mueller, Progress Residential’s CEO, told Forbes. “We recognize the hardship that many of our residents may be facing due to the government shutdown and want to alleviate the anxiety those families are facing.” PayPal In light of the shutdown, PayPal set aside $25 million through its PayPal Credit program dedicated to furloughed government workers. Federal employees are eligible for an interest-free cash advance of up to $500 if they are new or existing customers. The program will end when employees receive their first paycheck after the shutdown ends. “Setting up this fund to assist federal workers in their time of need is our way of giving back to the communities we are a part of,” PayPal CEO Dan Schulman told CNBC. “I think it’s really important that CEOs think about their companies as part of the communities they live in—and serve. When you do the right thing, good things come back multifold to you.” Major Telecom Companies T-mobile, AT&T and Verizon announced in early January their plans to help customers affected by the shutdown. Federal employees are able to speak with a customer service representative about rescheduling payments. All three companies will waive late fees. During the shutdown, U.S. Bank has offered several options for its customers. The first is a small low-rate loan between $100 and $6,000, available for customers who any type of U.S. Bank product. JPMorgan Chase When the shutdown occurred in December, Chase bank reached out to customers to offer help, automatically refunding their checking account overdraft and service fees. The bank also activated its Special Care Line (888-356-0023) with a team of specialists who have extended payments on customers’ car loans, provided 90-day relief on their mortgages, and removed minimum payments on their credit cards. In his message to employees, Chase CEO Dimon added that the banking company is committing $1 million to Feeding America and United Way Worldwide to provide meals, financial services, counseling, and other assistance to federal workers and their families in need. U.S. Bank The company launched new low-rate, quick loan for customers needing assistance during the shutdown. The bank is offering mortgage-relief options as well. Affected customers can call its designated government shutdown line to speak with a representative. “U.S. Bank is committed to doing the right thing for our customers,” stated Andy Cecere, the company’s CEO. “We understand the financial pressure that many of our customers who serve our nation are now facing and we’re here to help.” Judging by the response of federal workers in Brooklyn, the helping hand hasn’t been taken for granted. “This is a lot,” the correctional officer said. “It’s heartwarming to know that the city is really coming together to help us federal employees and realize the impact it does have on our families,” she said. “It makes me feel very good and restored my faith in society, because we were losing it for awhile.” New York’s Food Bank has a webpage to help furloughed workers locate their nearest food pantry or soup kitchen. This story was originally published on The Bridge, a website about business in Brooklyn.  Rachyl Houterman is a reporting intern at The Bridge and attends school at the University of Wisconsin-Eau Claire. In her free time, she enjoys exploring national parks, hiking, and reading

rachelhouterman | January 28, 2019

Why Microsoft Is Spending $500 Million on Affordable Housing

An affordable-housing crisis has hit many big cities in the U.S., but for tech hubs that have experienced rapid expansion, the shortage has hit much harder. In an almost unprecedented move, Microsoft has stepped up to the problem by pledging $500 million toward affordable-housing development in the place it calls home, the Seattle area. The housing shortage has been a side effect of tech-hub growth from the Bay Area to Brooklyn, where tech companies attract many well-paid workers, who drive up the cost of housing. At the same time, many middle- and low-income workers have seen their income failing to keep pace with the rising cost of living. The crisis has raised expectations that the tech giants need to get involved in responding to it. “This is a big problem. And it’s a problem that is continuing to get worse," wrote Brad Smith, Microsoft's president, and Amy Hood, its chief financial officer, in a corporate blog post last week. "It requires a multifaceted and sustained effort by the entire region to solve. At Microsoft, we’re committed to doing our part to help kick-start new solutions to this crisis.” Microsoft plans to lend $225 million of the total to public and private developers to build middle-class housing, $250 million towards low-incom San Francisco recently passed a bill to tax big employers to help fight homelessness (Photo by Vladimir Kudinov on Unsplash) e housing, and $25 million in philanthropic grants to local organizations that fight homelessness. As the loans are repaid, Microsoft said it would lend it back out again. By spreading the money across many projects, the company hopes that the initiative will produce tens of thousands of units. The new housing isn't intended only for Microsoft workers, but for the community at large. "Of course, we have lots of software engineers, but the reality is that a lot of people work for Microsoft. Cafeteria workers, shuttle drivers. It's is a supply problem, a market failure," Microsoft CEO Satya Nadella told a meeting of journalists last week. Other tech giants have taken different approaches to the problem, sometimes producing intense public-policy debates. Last year, Seattle-based Amazon successfully lobbied against a proposal to tax large businesses to help pay for homeless services and housing, on the grounds that it would put a damper on job creation. But in November, voters in San Francisco approved a similar measure, an initiative supported by Salesforce.com CEO Marc Benioff but opposed by Twitter chief Jack Dorsey. In getting involved in the housing market, Microsoft is stepping in where government has stepped back in recent years, as uban-policy journalist Emily Badger writes in the New York Times: "...The fact that a tech company has to step in to help ensure the development of affordable housing points to a long-building reality nationwide: The federal government has largely retreated from this role. The government spent about three times as much on housing programs in the 1970s as it does today, according to the National Low Income Housing Coalition. ... Over this time, federal resources have increasingly shifted away from subsidizing the construction of affordable housing to subsidizing renters who find housing in the private market. And now most new below-market-rate housing is built not by public agencies, but by nonprofit developers leveraging tax credits." As Microsoft's Smith and Hood wrote in their blog post: “If we’re going to make progress, we’ll all need to work together as a community. We recognize that Microsoft is in a unique position to put the size of its balance sheet behind this effort. But we believe that every individual and every business, large and small, has a responsibility to contribute." Rachyl Houterman is a reporting intern at From Day One and attends journalism school at the University of Wisconsin-Eau Claire. In her free time, she enjoys exploring national parks, hiking, and reading

rachelhouterman | January 21, 2019

Why Social Purpose in Business Will Rise in Importance in 2019

Guest Post As the world celebrated New Year’s recently, I can imagine a resolution on the minds of many business executives: bring greater purpose to work in 2019. Across every dimension of the economy, there is a growing movement to integrate business strategy and social purpose. Investors are now measuring environmental and social impacts alongside financial returns. Companies are developing new products with the simultaneous goals of creating shareholder and societal value. And consumers are increasingly expressing their values through their buying decisions. Indeed, our colleagues at Deloitte recently published a report on the rise of social purpose in business, indicating that 77% of business leaders now see “social impact” as “important or very important” to their company strategy. What is behind this rise in socially conscious business? And how do we accelerate the movement from here? The Rise of Social Purpose in Business Three influences are driving the private sector to do well and do good, together: 1. Top talent is demanding purpose at work. The greatest driver of change in business today is coming from our economy’s most important ingredient: human capital. Top talent is demanding jobs where they can make a difference and make a living. More than nine in ten students in our business schools, according to a survey, now say they want to learn about social and environmental issues as a core part of their education. More than half the students in the survey said they seek to explicitly find a career in the private sector where they can make a difference. Indeed, a majority of students in the poll said they're even willing to take a 15% pay cut to find a company that aligns with their values. Numerous theories exist for why this change in expectations is taking place, but I find the most convincing answer to be that the rising generation of talent is finding a new source of identity and meaning amidst the decline of traditional guideposts. The old saw in the U.S. is that people find their identity in “God, family, and country.” But that norm is quickly changing: one intergenerational survey found that millennials were about half as likely as their elders to rate religion and being American as an important part of their personal identity. At the same time, this generation has a greater connection between their identity and their career than ever before. As professional identity takes greater priority, employees are demanding that what they do every day for their careers aligns with their core values as people. 2. Business is viewed as better positioned to solve social challenges. At the same time that talent wants to find purpose at work, business is emerging as the last best hope for solving urgent social challenges. In the U.S., business is now more “trusted” for information than government sources and news media. And it’s simultaneously viewed as more effective than government in leading change; in the minds of employees and consumers alike, this greater trust and effectiveness comes with a responsibility to take action. Photo by Rawpixie/Unsplash.com 3. Social media is forcing business to take a stand. Alongside changing perceptions of the role of business in society, social media is holding business accountable in new ways. After the death of journalist Jamal Khashoggi, for example, Twitter lit up with news of which companies would still be sending CEOs to the so-called “Davos in the Dessert” summit in Saudi Arabia and which companies would be withdrawing. Companies could not be neutral; sending a leader to the summit would be seen by employees and customers alike as a failure to stand up to an authoritarian government's civil-rights abuses. In this new social-media environment, many companies are even taking stands on controversial social issues. For decades, the conventional wisdom has been that CEOs and the companies they lead do not enter this territory. But that wisdom is quickly being replaced by a new reality where CEOs and companies are taking stands on issues that matter to their business, to their employees, and to their consumers. Investors are still making sense of whether this new trend is good for the bottom line. In the three months immediately following its Colin Kaepernick ad, Nike saw a sales increase of 10%. Meanwhile, Dick's Sporting Goods saw a 3% decline in same-store sales following its more restricted approach to gun sales after the Parkland school shootings. But the sporting-goods chain's CEO Ed Stack has been unwavering amidst this decline. “I don’t really care what the financial implication is,” he said, because it was the right thing to do. What Comes Next: Changing Business Education All signs point to the rise of social purpose in business accelerating in the years ahead. Early studies of Generation Z indicate even greater commitment to integrating purpose into their careers. Meanwhile, the greatest challenges of our time, from climate change to poverty, require greater business involvement—not less—in designing social solutions. But a key challenge is that businesses do not currently have the talent they need to fully deliver on their social purpose; only half of companies currently say they are “ready or very ready” to execute on their citizenship and social impact vision. At Loyola, where I teach business ethics, we see this gap in talent as a charge to design new educational programs to prepare executives of the future. We aim to equip them with the full toolkit to lead business for good. Last fall, we gathered business school deans from across the U.S. to meet with Chicago’s corporate leaders and collectively identified a need to be even more intentional in business school-curriculum around preparing students to simultaneously solve for business and social value. Energized by that conversation, we are developing new educational programming in our MBA program at Loyola to equip purpose-driven professionals with the skills, values, and networks to do well and do good in their careers. We see this focus on marrying profit and purpose in business education as just the beginning of developing the business leadership of the future. As the private sector continues to move toward a tipping point where purpose is a “must have” for all businesses, we see a future where all business education is about achieving environmental, social, and financial goals, together. Seth Green is the founding director of the Baumhart Center, an interdisciplinary center at Loyola University Chicago that equips executives and students with the business tools to accelerate social impact.

sethgreen | January 17, 2019

Risk vs. Reward: When a Brand Tackles a Social Issue

Traditionally, most consumer brands have avoided taking positions on hot-button social issues, but several have decided lately that the risk is worth the reward, especially when appealing to a particular demographic. Consumer-brand giant Procter & Gamble Co. decided to be a part of the #MeToo conversation this week when it released its new Gillette razor commercial tackling “toxic masculinity.” The commercial takes a spin on Gillette’s longtime tagline “The Best a Man Can Get” by challenging the old saying “boys will be boys” and asking “Is this the best a man can get? Is it? We can’t hide from it. It’s been going on far too long. We can’t laugh it off, making the same old excuses.” The commercial shows examples of bullying and sexual harassment, along with examples of enlightened men intervening in such behavior. A short-film version of the ad is approaching 12 million views on YouTube. The ad has received both praise and backlash, with some customers saying the ad pathologizes men in general. The TV personality Piers Morgan criticized the ad on Twitter, calling it "pathetic" and "a direct consequence of radical feminists who are "driving a war on masculinity." While the ad may alienate some customers, marketing experts said it may appeal to younger audiences, who are attracted to socially responsible companies. Pankaj Bhalla, Gillette brand director for North America, told the Wall Street Journal: “This is an important conversation happening, and as a company that encourages men to be their best, we feel compelled to both address it and take action of our own. We are taking a realistic look at what’s happening today, and aiming to inspire change by acknowledging that the old saying ‘Boys Will Be Boys’ is not an excuse.” P&G has shown a willingness to wade into social controversy with a positive or progressive message, notably with its "Like a Girl" ad campaign for the feminine-care brand Always. Its brand Gillette has reason to be aggressive in getting attention, since it faces competition from upstart competitors like the Dollar Shave Club. "They are smart people, they do so much research," New York marketing expert Rob Baiocco told NBC News about P&G. "They're making a decision on who they're appealing to. Millennials care if a company does good."

rachelhouterman | January 16, 2019

Reach beyond your bubble—and four other ways to build a purposeful business

One of the most overlooked opportunities in business today is the idea of reaching beyond your bubble, for example by building unlikely partnerships. One such instance occurred when National Geographic wanted to expand its reach, so it began working with Fox Cable Networks on a new television channel, gaining from Fox's expertise. “Most nonprofits wouldn’t think about approaching a large media entity with an idea like that, but it’s turned out to be a remarkably successful through the years,” author Jean Case told Fast Company's Ben Paynter in a story about her new book, Be Fearless: Five Principles for a Life of Breakthroughs and Purpose. Case is the CEO of the Case Foundation, a funding organization that has given more than $100 million over two decades to businesses and nonprofits that use innovation to make social change. Case is the chairwoman of the National Geographic Society and her husband is Steve Case, the former CEO of AOL. The author based her book in part on research at the foundation into the qualities of entrepreneurs who created transformations or found breakthroughs, she said. Besides reaching beyond one's bubble, she found that success stories had four other ingredients: make a big bet; be bold, take risks; make failure matter; and let urgency conquer fear. Among her examples, writes Paynter: Astro Teller, the head of X, Google’s moonshot factory, learned to openly encourage failure because it provides concrete direction when building things like self-driving cars. Neil Blumenthal, the cofounder and co-CEO of Warby Parker, drew from his own background and experience as director of a nonprofit to build his seemingly risky buy-one, give-one online glasses company. As an MBA student, Shazi Visram, the founder and CEO of organic food company Happy Family, saw friends struggling to find or make their own healthy baby food, so she started her own brand, complete with a larger social initiative to deliver healthy food to more children around the world.

fromdayone | January 11, 2019

How the new Dallas Mavericks CEO is cleaning up a #MeToo mess

NBA team owner Mark Cuban, best known for his swagger and combativeness both court side and on TV's Shark Tank, was in an uncharacteristically vulnerable position early last year. A Sports Illustrated story in February had uncovered a "corrosive" work environment under former CEO Terdema Ussery, including multiple examples of sexual harassment and cover-ups of the behavior. A follow-up report commissioned by the team resulted in a blistering 43-page report about chronic abuses at the company, some of them fostered by Cuban himself. Given the need for urgent changes, the team recruited Cynthia ("Cynt") Marshall, the recently retired head of human resources for AT&T, to become the team's new CEO. Bloomberg Businessweek reports on how she's remaking the corporate culture: Before her first day on the job, Marshall drafted a 100-day turnaround plan. It consisted of four parts: modeling zero tolerance, creating a playbook for women in the organization, transforming the culture, and improving operational effectiveness, to be tackled in that order. After starting she arranged for counselors to help the staff cope with what had happened—both the toxic culture and the public cloud surrounding it. She started a hot line for employees to submit anonymous reports of improper office conduct. ... And she created new jobs and filled open ones, bringing in a new head of human resources and a chief ethics and compliance officer. As part of her plan, the team assembled the Dallas Mavericks Advisory Council, known as D-Mac, a brain trust of 26 local leaders, to give feedback and advice to team management. Are Marshall's efforts paying off? "All I can tell you," Cuban told Bloomberg Businessweek in an email, is "Cynthia has done an amazing job."

Stephen Koepp | January 09, 2019

Why Companies Are Trying a Four-day Workweek

The five-day workweek is so engrained in business tradition that it's hard to imagine it ever changing. But what if those cherished three-day weekends that pop up a few times a year were to become standard practice? According to advocates of a four-day workweek, the results could be lower job stress, less burnout, better employee retention, and even higher productivity. Some companies are giving it a try. "Savvy employers are catching on to the fact that employees are increasingly demanding better work-life balance and the opportunity to get work done at non-traditional places and times. The four-day workweek is a perfect example of that," Jim Link, the chief of HR for North America at global recruitment agency Randstad, told CNBC. Wildbit, a Philadelphia software company that creates tools like Postmark, has been experimenting with a four-day workweek, with Fridays off, for the past year and a half. "When we reviewed our first year of four-day weeks, we realized we launched more features than the previous year," company co-founder Natalie Nagele told Fast Company. "The real value of a four-day week comes from healthy pressure and forced downtime. Since we know we only have four days to get our work done, we work smarter to avoid distractions and cut through the procrastination." Of course, Americans once worked horrendously long hours, with 100-hour weeks common in industrial work in the late 19th Century. Labor unions began demanding shorter hours at the turn of the century, which started to become the norm after Henry Ford established a five-day, 40-hour workweek for his auto plants in 1926. Congress made it the law in 1940. But since then, the American workweek has crept back up, thanks to constant digital connectedness, demanding industries, and the growth of contract work. In a 2014 Gallup poll, workers surveyed said they work an average of 47 hours a week, with many salaried workers saying they put in 60 hours. America's most notorious workaholic, Elon Musk, tweeted last month about his companies SpaceX and Tesla: "There are way easier places to work, but nobody ever changed the world on 40 hours a week," prompting a social-media backlash. (Photo by iStock by Getty Images) Indeed, Musk has become a poster boy for the perils of overwork. Excessive hours are taking a toll on health and family life, according to Jeffrey Pfeffer, a professor of organizational behavior at Stanford Graduate School of Business. In his book Dying for a Paycheck, published last March, Pfeffer points to work stress as a leading cause of chronic illness, including cardiovascular disease. "I want this to be the Silent Spring of workplace health," said Pfeffer in an interview about his book for the business school's website. "We are harming both company performance and individual well-being, and this needs to be the clarion call for us to stop." Pfeffer cites a term coined by an academic colleague, "social pollution," to describe the effects of excess job stress on life outside the workplace. "The work hours that companies are demanding of their employees are causing the breakup of marriages, burdens on raising children, and general disruption to family life. And the family unit is an important source of social support." Can companies shorten the workweek and stay competitive? The job-search site FlexJobs performed an analysis of 50,000 U.S. companies' job postings to see which ones offered flexible work. Among those fields most likely to be open to a shorter workweek, according to the study: sales, computer and IT, medical and health, customer service, and education and training. Experiments with a shorter workweek have become a global phenomenon. Jan Schulz-Hofen, founder of the Berlin-based project-management software company Planio, introduced a four-day week to the company’s 10-member staff earlier this year. “It is much healthier and we do a better job if we’re not working crazy hours,” he told Reuters. “I didn’t get less work done in four days than in five," Schulz-Hofen said, "because in five days, you think you have more time, you take longer, you allow yourself to have more interruptions, you have your coffee a bit longer or chat with colleagues. I realized with four days, I have to be quick, I have to be focused if I want to have my free Friday.” While a move to the four-day workweek is generally seen as a cutback in hours rather than pay, the ad agency Grey New York reportedly launched a program earlier this year to allow staff to work a four-day week for 85% of their full-time salary. Companies experimenting with a four-day week say that its takes some adjustment, including a reduction in meetings and more advance planning. At Wildbit, the company realized they needed to make some modifications in their schedule, with some workers getting Monday off and others taking off Friday, for consistent coverage. Said co-founder Nagele: "We can't really tell our customers we're closed on Fridays." Steve Koepp is a co-founder of From Day One. Previously, he was editorial director of Time Inc. Books, executive editor of Fortune and deputy managing editor of Time

Stephen Koepp | December 28, 2018

The Search for Fairness in the New Ride-hailing Economy

By Michael Stahl Since app-based, ride-sharing services like Uber and Lyft arrived in cities across the U.S., they’ve become wildly popular with users, while creating a whole new class of laborers. Buying into the work-when-you-want benefit, and using their own cars as built-in capital, hundreds of thousands of people have enlisted as drivers. But while both Uber and Lyft now earn billions in annual revenue, many of their drivers have faced financial struggles. The companies classify drivers as independent contractors and, thus, these workers are not subject to many of the same rights as full-time employees, or even part-timers. Minimum-wage laws, for example, don’t apply to independent contractors, and with the influx of ride-sharing cars on city streets, drivers have seen their take-home pay decline. One recent study found that Uber drivers’ wages are, on average, below minimum wage—though the company disputed the study’s findings. Representatives of both Uber and Lyft say they want drivers to make a living wage as company operatives. However, the situation has become a case study in how disruptive technologies and innovative business models are reconciled with real-world fallout. In this case, elected officials in New York City found themselves under intense political pressure to mitigate the impact on low-income workers, even as the ride-hailing services provided new job opportunities. In August, Mayor Bill de Blasio signed into law a package of five bills regulating ride-hailing companies. In making New York the first large U.S. city to take such measures, the legislation set a wage floor, ensuring drivers earn at least $17.22 an hour, and capped the number of for-hire vehicles for one year. The latter measure was put in place so that the city’s Taxi & Limousine Commission (TLC) could study the impact of ride-sharing services and decide on future prospective regulations. After a vote this month, the TLC approved new pay standards for app-based car services, including Uber, Lyft, Via, and Gett. Previously, app-based vehicle drivers were compensated on the basis of the number of rides with a passenger they completed, and how much time each of those trips took. But among other changes, drivers will now be paid based on a trip’s mileage, length of time, and the average percentage of time a company’s drivers actually have passengers in the car. The TLC says this new pay formula will boost drivers’ annual earnings by $10,000 a year. By raising economic cost of providing the service, the commission also hopes to re-level the playing field in the competition between the new ride-hailing services and legacy taxi and livery-cab companies. Drivers for those organizations have suffered dramatically from that competition, with a number of operators even committing suicide because of their financial woes. Uber says that it wants its drivers to earn a living wage, but says that New York City's new legislation is flawed. (Photo courtesy of Uber) The Independent Drivers Guild (IDG), which represents over 70,000 for-hire vehicle operators in New York City, had organized a campaign calling for a minimum pay rate for app-based drivers. The group praised the TLC’s new rules. “All workers deserve the protection of a fair, livable wage,” said Jim Conigliaro, Jr., founder of the IDG, said in a statement, “and we are proud to be setting the new bar for contractor workers’ rights in America.” Uber and Lyft were critical of the new legislation. Jason Post, director of public affairs for Uber, said the move represented a “poor implementation” of a driver pay-rate formula that “will lead to higher than necessary costs for riders,” according to a statement. “Uber supports efforts to ensure that full-time drivers in NYC—whether driving with taxi, limo or Uber—are able to make a living wage, without harming outer borough riders who have been ignored by yellow taxi and underserved by mass transit,” Post said in the statement. According to Post, the TLC’s rules “do not take into account incentives or bonuses forcing companies to raise rates even higher.” In a statement of its own, Lyft agreed that “all drivers should earn a livable wage,” and that the company is committed to helping drivers “reach their goals.” The company added, “Unfortunately, the TLC’s proposed pay rules will undermine competition by allowing certain companies to pay drivers lower wages," and will discourage drivers "from giving rides to and from areas outside Manhattan." Lyft said that calculating pay on a per-ride basis rather than per-week “incentivizes drivers to take more short rides,” which will lead to increased traffic in already high-volume areas. “These rules would be a step backward for New Yorkers, and we urge the TLC to reconsider them.” The bottom line for consumers is that they are likely to pay a little more for their rides, and maybe wait a little longer for their cars. The tradeoff, elected officials hope, will be a more sustainable for-hire vehicle economy and economic justice for low-income workers. But the legislation raises new questions. Could New York City’s laws set a new nationwide standard? Will the highly-capitalized Uber and Lyft challenge them in court? The legislative experiment will be closely watched, since it's only the first chapter in sorting out the effects of this economic innovation.

Michael Stahl | December 10, 2018

Founder of Panera Bread: companies wrongly favor shareholders over other constituents

In a time when shareholders expect quick turnarounds on their investments, it can be difficult for CEOs to feel empowered to favor their many other constituents. Panera Bread founder Ron Shaich spoke to the New Yorker’s Sheelah Kolhatkar about what it’s like to deal with those pressures, and why we need to build a business culture that promotes long-term investment. Kolhatkar explained the short-term pressures today’s CEO’s face: Wall Street has embraced the idea that companies exist solely to serve the holders of their stock. Under this way of thinking, managers of companies should focus their actions on driving short-term value for their shareholders, and should pay far less (or no) regard to other constituents who may have a stake in the business, such as employees, customers, or members of the community. Shaich went on to explain some of the reasons why that type of thinking can be dangerous for companies and communities:  Stock owners have no public accountability for what the company does, and no responsibility, as executives do, to place the company’s interests above their own. The costs of prioritizing shareholders’ interests are borne by the company, and by society as a whole, which is robbed of innovations, jobs, and tax revenue. After Panera encountered pressure to expedite return on investment (ROI), Shaich took the company private 2017 to protect its constituents, values, and vision. Shaich also stepped down as CEO at that time to focus on promoting long-term investment and value-building in the business world. In order to move forward in business and society, long-term thinking and commitment are essential, Shaich said: We say we want GDP growth, but GDP doesn’t come simply from a sugar high of tax cuts. GDP growth only comes from innovation and productivity increases. And innovation and productivity increases occur because people make commitments and they make transformative events.

fromdayone | November 30, 2018

The Secrets to Building a Better, More Purposeful Team

Many companies have a Cyclops problem, often narrow-mindedly seeing only what’s in front of them. So then how do businesses today build diverse, inclusive, purposeful teams? The answers come from a few different sources, according to the lively and informative panel “Building a Purposeful Team” at the From Day One conference, featuring experts with deep knowledge of creating diverse teams. But let’s start with the benefits: not only do inclusive teams bring a greater breadth of knowledge and backgrounds helpful for finding solutions, but for the bean counters among us, diversity also has a significant impact on the bottom line. Khalil Smith, practice lead of diversity and inclusion at the NeuroLeadership Institute, pointed out that diverse teams generate returns inside their organizations, highlighting that a large percentage of patents are developed by immigrants. (Research proves this out: More than one-third of individuals who have contributed to technological innovation in the U.S. are born outside the country, according to Fortune.) Companies that pursue diversity become more attractive to a broader array of job seekers, as well. Job candidates armed with that knowledge embrace businesses that champion diversity and tend to turn their backs on those stuck in the 20th century. “Candidates are doing the research,” said Jennifer Abbondanza, vice president of corporate initiatives for NBCUniversal’s Office of Diversity & Inclusion. “They know who gets it and are doing inclusion,” but it’s still the company’s responsibility to create an environment where people of all types feel comfortable enough to speak their mind. “That’s what is going to curate the best ideas and decision-making,” she said. Attracting a Broad Base of Candidates Increasing the talent pool starts with the job description, said Penda Aiken, president of leading staffing agency Penda Aiken Inc., and this is reinforced by the company mission and description. “The culture also needs to make employees feel like the company has social responsibility. It goes beyond lip service,” she said, pointing out the recent internal crisis at CBS, which saw the ousting of  longtime executives. “What is the company culture and how is that being backed by leadership?” How to Communicate Company Culture Projecting this culture—and living by its high standards—is crucial, said David Raper, senior executive of corporate citizenship at IBM, global markets. “It starts at the top with the view of not just the company, but what sort of society are we as a company creating, internally and externally?” The next trick, then? Building processes to carry out the mission. Harnessing Data to Make Decisions Over at NBCUniversal, Abbondanza uses data to inform hiring culture, and works with the talent-acquisition team to research populations they want to better understand and around which they can develop strategies to counter unconscious bias. But data, of course, isn’t the end-all, be-all. As NeuroLeadership’s Smith said, there is bias inherent in AI and technology, which is primarily created by young to middle-aged white males. The people who create AI might not know where their biases are hiding. As machines churn through data sets,  even that data is consciously curated by humans. “We can’t assume that artificial intelligence or machine learning is a silver bullet or will solve for all of [these unconscious biases],” he said. Training Against Bias While corporate training has long had a bad reputation for being dull or boring or locking people in a room against their will, unconscious-bias training is gaining traction—and yet still more can be done. Aiken says the diversity-recruiting process can run into a roadblock. Her staffing firm might find the best talent and arrange the interview, but ultimately the hiring manager or team decides who’s getting the gig. If hiring managers fall prey to their own biases, then “everything that’s being done to promote diversity and inclusion is for naught,” she said. The challenge with difference-focused training  is that it often backfires. Research shows that it can infuriate the people it’s intended to educate—white men—while highlighting differences rather than bringing people together. The counterpoint, said Smith, is to be deliberate about training and create common goals: What are you working on collectively, and what are you coming together to do? “If you have a brain, you have bias,” he said, but if you’re not aware of your biases, you can’t mitigate them. Keeping Your Employees Happy Moderator Kristen Bellstrom, deputy digital editor at Fortune, posed this question to the group: Even when you hire the right people, why do companies still have trouble keeping women and people of color on their teams, and what can they do to fix it? Companies have to think beyond bean bags and cold-brew coffee, and inclusion goes beyond an open-office floor plan, said Aiken. What matters more is how people are treated. “Communication is critical,” she said. Successful companies emphasize social activity, and ask how they can contribute to the surrounding community. During his experience at IBM and previously at Housing Works, Raper said a culture of inclusion came from the top down. “It really did matter to the CEO. They talked about it all the time, and there were clear values at each company.” Another valuable idea is to hold an open-door policy. Ultimately, it’s about transmitting this diverse thinking into the DNA of the company. “Whether you’re a CEO or a person at the company, it’s about how to bake it into your behaviors,” he said. Abbondanza seconded the importance of communication from the top. At NBCUniversal, they have a skills-building Talent Lab and diversity elements included in their programs: “There are lot of tools in the toolkit,” she said. No one knows exactly which one is working the most, but you need to use them all.” Busting the Old Boys’ Network Where did you go to school? Who do you know? Are you someone I might want to get a drink with later? While traditional job-hiring practices can lean on antiquated questions with inherent biases for wealth and background, diving into the data can take the conversation one step further. NBCUniversal creates a healthy sense of competition toward its diversity goals, said Abbondanza, by stacking up data across teams to see how each fares. But as each panelist elaborated, the broader picture is to think about how we, as individuals, can participate in an expansion of the workforce—and beyond. Aiken noted that the primary elections, occurring the same day as the conference, will see more women of color than ever run for Senate and other political roles. In the end, creating better teams is less about networking with the same groups, and more about creating footholds in a diverse range of other networks. And that’s what they call breaking new ground. Kara Cutruzzula is a writer living in Fort Greene. Her articles, essays, and plays can be found here.

Kara Cutruzzula | November 18, 2018

Where Computer Code Is a Language of Opportunity

Taneyah Jolly, a 16-year-old from the Bronx, knows about the gender gap in technology, but she has already acquired her first tools to overcome it. In a six-week program offered by the non-profit Girls Who Code, Jolly has learned how to write code in more than one language, how to design a website, and even how to program a robot to make its way through a maze—her personal favorite new skill. During the program, hosted in corporate settings such as AT&T’s office at Rockefeller Center, Jolly learned about the real world of the tech industry as well, through field trips and guest speakers. “We’ve had a lot of women speak about their experiences in a male-dominated field,” she said. Such an opportunity “is always helpful,” she continued, “because as girls from Girls Who Code continue these courses in college, and pursue these careers, there’s less people like us.” Changing that picture, however, is what Girls Who Code is all about. The tech industry in the U.S. needs more highly skilled workers, which means drawing on candidates as demographically diverse as possible. The U.S. is lagging behind other countries in terms of educating young people about technology and preparing them for careers. Even if a student doesn’t grow up to be a systems analyst or a web developer, learning technology skills improves problem-solving capabilities and all-around career potential. Encouraged by positive outcomes, AT&T has given Girls Who Code $4.3 million in funding since its launch in 2012 and more than $1 million to All Star Code over the past three years. “AT&T is one of our oldest and largest partners,” Ziccarrelli says. “Not only have they provided space for girls to learn, but they provide in-person role models who really bring to life the idea of what the technology industry is and the people who do it.” All Star Code, for its part, offers coding classes to underserved young men in the African-American and Latino communities, addressing their individual needs as well as society’s gaps in wealth, income and opportunity. The technology industry employs fewer black and Latino workers compared to national workforce averages, and people of ethnic minorities represent a fraction of collegians who study computer science. All Star Code enrolls hundreds of young men each year, giving the teenagers a launching pad for college and beyond. Eric Foster teaching a class at All Star Code. “I tell everyone this is the best gig ever,” he said (Photo by Natalie Keyssar, courtesy of All Star Code) Eric Foster, lead instructor of a cohort of 21 students aged 15 to 18 from the New York metropolitan area, says watching the students grow across this summer’s seven-week intensive program in Manhattan has been extremely rewarding. “I tell everyone this is the best gig ever,” Foster said. The element of the program he appreciates most is its holistic approach. Classes run weekdays from 9 a.m. to 4 p.m., with an hour break for lunch, while an additional “office hour” until 5 p.m. allows students to get one-on-one time with teachers and continue working on their individual projects. Not only are the young men learning computer programming languages like JavaScript, along with how to build web and mobile applications, but also the “soft skills” needed for advancing their careers. This includes networking, personal finance, and the college-application process. “It’s unique,” Foster says of the curriculum. “It’s not just learning and regurgitating code, it’s really about creating well-rounded young men.” His observation is borne out in the projects his students have chosen. They’re building “tools for their communities,” he says, citing examples such as an app that connects local mentors to prospective mentees and a website that helps people find others in their area who might be able to help out with particular tasks. “It’s a great introduction into the code world,” said Blake Simpkins, a 17 year old from Montclair, N.J. “It’s also shown me what it’s like to have a work schedule and a job life.” Girls Who Code Clubs Program in Montclair, NJ holds a graduation day and presentation for family and supporters on November 17, 2017. photos/ Carey Wagner Simpkins, who wants to be an entrepreneur after college, is looking forward to “demo day,” when he and his classmates will present the apps they’ve built to representatives from dozens of high-profile companies, an invaluable opportunity. Many guests from the tech world have also shared their inspirational stories of overcoming adversity to rise in the ranks. “It teaches you [that] if you apply yourself, you can actually do this,” Simpkins says of All Star Code. “I think I will carry this experience forever.” Michael Stahl is a freelance writer and editor. A former high school English teacher, he has written for Rolling Stone, Vice, the Village Voice, Narratively, Splitsider, Outside Magazine and other publications.

Michael Stahl | November 14, 2018

For Responsible Companies, Six Lessons from Facebook’s Crisis

Rarely has a company risen so fast, from startup to globe-straddling giant, and then crashed into such a storm of problems. Launched in 2004, Facebook now has 2.3 billion users around the world and its hugely profitable, with net income of $5 billion in the third quarter. Yet it faces a crisis of trust in both its ethics and its business model, thanks to a series of failures including misstatements to advertisers, a massive leak of consumer data, the use of the site to stir up deadly ethnic unrest, and the Russian disinformation campaign during the 2016 election. Sheryl Sandberg, Facebook's chief operating officer, testifies on Capitol Hill in Washington, Sept. 5, 2018. Photo by Tom Brenner/The New York Times/Redux Scrutiny of the company intensified after the New York Times published a story Nov. 14 that described in painful detail how Facebook founder Mark Zuckerberg and chief operating officer Sheryl Sandberg responded to its problems with delay, denial and deflection. “Bent on growth, the pair ignored warning signs and then sought to conceal them from public view,” even employing a Republic opposition-research firm “to discredit activist protesters, in part by linking them to the liberal financier George Soros,” the Times reported. How did the world’s largest social network go astray so fast, to the point where a Washington Post columnist attributed the company’s mess to “astonishing cluelessness and moral rot in the company’s top executive leadership”? And what can other companies, beholding this spectacle, learn about how to avoid such management missteps? We’ve gleaned six main takeaways:  Establish Your Values Early in the Game “A crisis really evidences the core values of a company. In this case what they evidenced is further damaging to their brand,” Karen Brenner, clinical professor at New York University Stern School of Business, told From Day One. “Successful companies don’t decide what their values are in the midst of crisis.” The lack of evidence of a moral compass caught the company’s leaders without a sense of direction when the company’s problems began to mount, said Brenner. “I think it has been a very slow response to what is frankly an existential challenge to the company. They were in a period of denial for a long time and that didn’t serve them well.” Don’t Treat a Fundamental Problem as a Political One “This is the story of a company that built a machine they didn’t quite understand, couldn’t control, and tried to hide their problems because it was making them so much money,” said Times journalist Nicholas Confessore, who co-wrote the Nov. 14 story, on MSNBC. Because the company’s leaders failed to look to the root of the problems, they never confronted the contradictions in their business model. “The same thing that makes Facebook so profitable—the fact that they know everything about me and you: what we like, what we respond to, what we share—is precisely what makes it an effective machine, probably the best ever invented, for spreading propaganda and hate. That is the paradox they have right now.” Facebook CEO Mark Zuckerberg arrives to testify before a Senate Judiciary and Commerce Committees joint hearing regarding the company’s use and protection of user data, on Capitol Hill in Washington, U.S., April 10, 2018. Photo by Aaron P. Bernstein/Reuters Listen to Feedback, Wherever It Comes From Facebook’s pattern of dealing with rising criticism has generally been to go into defensive mode rather than taking action. At the Techonomy 18 conference last week in California, a panel of four experts convened to address the question, “Can Facebook Recover?,” but the company declined to send a representative, “essentially evading the dialogue that they’re created a need for,” said founder and moderator David Kirkpatrick. Venture capitalist Roger McNamee, one of the panelists, recalled how he went to meet with Facebook executives in October 2016 to voice his alarm about the epidemic of misinformation on the network as the Presidential election approached. “They were blind to feedback,” he said. Company insiders, too, raised alarms, including security chief Alex Stamos, who left the company earlier this year after his call for a more aggressive policy against misinformation was rebuffed. If Your Focus Is Too Narrow, You’ll Get Blind-sided One of the reasons Facebook grew so dominant so quickly is because it focused narrowly on the metrics of rapid growth, epitomized by the in-house motto “move fast, break things,” with the presumption that Facebook’s overall effect on society was a glowingly positive one. The obsession with growth led Zuckerberg to hyper-focus on his rivals, Eli Pariser, author of the 2011 book The Filter Bubble, told New York Times columnist Jim Rutenberg. “I just think the problems that Facebook was looking at in 2012 and 2104 were, ‘Hey, is Twitter going to each our lunch? Is Snapchat going to eat our lunch?’” Pariser said. Besides missing some of the big threats, Facebook was missing a lot of small things, whether intentionally or not, said Techonomy panelist Brian Wieser, a senior analyst at Pivotal Research Group. In his research, for example, he discovered the Facebook was claiming more 18-34-year-old U.S. users than the total population of that group in the country, which he called “actively misleading.” Such discoveries inspired him to compile a taxonomy of 13 different kinds of managerial problems at the company. “Sloppiness in one place suggests sloppiness in so many others,” he said. “I’ve come to the realize that the company is simply badly run.” You Need to Be Accountable, for Your Own Good One of Facebook’s core problems, experts say, is one of poor corporate governance. Facebook’s stock structure leaves most of the power in founder Zuckerberg’s hands. While he owns or controls about 15% of total shares, he has 60% of the voting shares. “No matter how poor a job Mark Zuckerberg has done lately running Facebook, he’s almost certainly not going anywhere, because he’s effectively his own boss,” wrote Troy Wolverton in Business Insider. While at least one company director, investor Erskine Bowles, warned Zuckerberg and Sandberg that the fallout from Russian misinformation would be worse than they expected, their lack of quick action underscores the importance of having “people with the courage to address the issues” in a company’s leadership, said Prof. Brenner. “It’s often when companies are successful they miss a lot of these issues, they get complacent and stop asking the hard questions.” When concern was mounting in 2016 about the role of Facebook in the President election, “Clearly, a much broader investigation should have been done, one that meets a standard of independence,” said Brenner. If You Don’t Manage Yourself, Someone Else Will Some experts have suggested that only a change in management will fix Facebook’s problems. Yale University management professor Jeffrey Sonnenfeld said on CNBC last week that Sandberg “probably should be replaced” and that an outside director like Bowles should replace Zuckerberg as board chairman. But the more long-ranging crackdown may come from Congress, which is growing mistrustful of tech giants in general. “As more and more information comes out about how these guys operate, it’s becoming conventional wisdom among Democrats that there is a serious policy problem here, Matt Stoller, policy director at the Open Markets Institute, told the New York Times. Stoller has called for big tech platforms to be broken up and regulated. The European Union has already made such a move with its General Data Protection Regulation (GDPR), which went into effect this year. Analyst Wieser is betting on more government supervision to come. “If you want to bet Mark Zuckerberg vs. world governments, I am going to guess that until Facebook can acquire nuclear weapons, world governments probably win, and so it does enhance the chances of regulation.” In an hour-long videoconference broadcast to Facebook employees last week, Zuckerberg denied any cover up of the company’s problems but acknowledged that many of the criticisms had been fair and important. While Facebook also says it has redoubled its efforts to address its issues, some observers think the company needs to look even deeper into itself and its role in society. “This business model is extremely dangerous for society,” said McNamee at the Techonomy conference. “I don’t believe [the problems] can be fixed without changes in the business model.”

fromdayone | November 13, 2018

CSR Begins in the C-Suite, Extends Far Beyond

Corporate social responsibility isn’t just a trendy idea or a way to boost company PR; it has become a cornerstone of good business. Responsible and ethical practices foster goodwill and higher profits. And those effects are redoubled when employees adopt what were once C-suite values. While the idea of getting everyone from board members to executives to middle managers and workers on the same page can be daunting, there’s a business case for taking on the challenge. Writing on Entrepreneur.com, Robert Glazer, CEO of the marketing firm Acceleration Partners, makes that case and proposes some simple ideas for how to build values into the core of your company at every level. Getting employees involved can decrease turnover. A study by Benevity has shown that churn can drop by up to 57% when volunteerism and donations are part of the corporate mission. What could be better than a healthy population of engaged employees? One way to get everyone onboard with initiatives that tap hot-button issues is by grounding them in universal ideas. This technique allows companies to take steps in controversial areas without causing undue friction. For example, Jelmar President and CEO Alison Gutterman says she avoids explicitly talking about gun control by focusing on the fact that everyone can agree that children should be safe at school. Rooting work in common ground keeps everyone focused on goals that make sense to them. Glazer also says that sustainability should be as much of a goal as sales. Certainly, it makes sense to strive for profitably as a company. However, it’s critical for businesses to make firm commitments to doing good, which will add meaning for customers who sympathize with your cause. At 2920 Sleep, a direct-to-consumer mattress business, the company donates test products to local shelters to build goodwill within the community and reduce waste, as these products would otherwise end up in the landfill. Karim O’Driscoll, head of product development and operations, notes that the 2920 Sleep team also donates 1% of its revenues to green causes. “It boils down to making the commitment real for your employees and your customers,” O’Driscoll says.” Broadening your approach to include volunteer work through local non-profits helps can help strengthen employee commitment as well, Glazer wrote. A survey from Korngold Consulting reveals how much participants get from the experience. Volunteers reported that serving with people from a variety of backgrounds improved their empathy by 76 percent and their respect for these individuals’ perspectives even more. For a corporation seeking workforce buy-in for its ethical measures, this finding illustrates how important service can be.  

fromdayone | November 13, 2018

What Does It Mean for a Company to be ‘Good’?

With the recent stream of investor and employee letters demanding that companies start putting purpose and profit on equal footing, Techonomy’s Jeff Pundyk dove into the central question behind corporate responsibility in his article: “Can Companies be ‘Good’?” The story provides data showing that customers and companies alike see the need for values in business, not only for social good but for employee satisfaction and financial success. But when doing good is good for business, can a company’s good work be taken at face value? For Pundyk, authenticity is key. Corporate authenticity becomes clearer when a company takes a real risk. In March 2018, Citigroup stepped into one of the most contentious issues in American politics: gun control. The bank said it would not do business with retailers that did not restrict the sale of guns to those under 21, with those that sold bump stocks and high-capacity magazines or that did not perform background checks. It was a measured step, yet it had dramatic impact. Citi was a rare corporate brand willing to enter a societal debate fraught with strong opinion. AirBnb’s pledge to house 100,000 refugees and Apple’s opposition to the Trump administration’s immigration policy and data privacy advocacy stand as additional examples of companies taking authentic steps in areas in which they are qualified to speak. Earlier this year, Laurence Fink, the CEO of BlackRock, the world’s biggest investment manager, laid down a warning to the world’s CEOs: Make societal progress part of your strategic plan or suffer the consequences.   According to business leaders like  Fink, there is increasing need for companies to pick up slack left by failing governmental and political institutions. Their failures have left people turning to companies to solve the world’s biggest challenges. The good news is those expectations are relatively clear and easy to rank. According to an annual survey of American attitudes about corporate behavior conducted by Goldman Sachs and JUST Capital,” Techonomy reported, the No. 1 value is how a company treats its workers, followed by how it treats its customers, including its position on privacy issues. Those are followed by, in descending order of importance: how much it builds its products to benefit society; the way it affects the environment; the degree it supports local communities; whether it is creating good jobs; and whether it’s well managed and pays its fair share of taxes. When the companies fail to adhere to their stated values, employees are known to publicly hold their leadership accountable, as when 1,400 Google employees signed a letter that brought to light a secret project to build a censored search engine for China. Employee call-outs and public demand create checks and balances within this new corporate governance that seem to leave Pundyk hopeful. What makes a company good? Employees who demand it. Customers who expect it. Society that requires it.

fromdayone | November 13, 2018