The long-simmering fire of sexual harassment in the workplace has recently turned into a full-blown wildfire. Past decades of high-level misconduct revealed across industries are now combining into a devastating firestorm. In addition to speaking openly, managers are increasingly looking in the mirror. In fact, during a recent Seyfarth Shaw at Work training session, the CEO of a Midwestern U.S. investment firm stood up and made the following (unprecedented) statement to his employees: “I don't want to cross any lines in the way I work (or other leaders here) treat any of you. So if you ever feel uncomfortable with my conduct or that of any manager, supervisor or colleague, please just "forget the chain of command." , if I am directly part of the situation, in any case please contact the internal legal department directly." Numerous business owners have recently asked us, privately, for strategies to avoid becoming unwitting facilitators of harassment. Earlier this week, the CFO of a global real estate company requested intensive training focused on supporting colleagues who receive unwanted attention from clients. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The almost daily headlines of misconduct and harassment from above have clearly lit a fire under leaders. Rarely have we heard such rapidity and variety of requests, comments and commitments coming directly from high-ranking executives. While such statements by executives do not constitute confessions of illegal acts by a company or individual; they symbolize the wake-up call that at least some in positions of corporate power are now heeding. Many leaders we know aim, as stated in a commonly heard core value, to “do the right thing.” Other executive reassessments are, admittedly, fueled by a perceptible cultural shift in power dynamics, with victims collectively exerting increasing influence and clout. From social media's #MeToo campaign to enduring digital evidence of wrongdoing, damning accusations and advertising spread at lightning speed, and resorting to the "he said, she said" defense is less palatable or effective. In addition to today's social media maelstrom, several states are now considering banning secret deals and non-disclosure agreements that the powerful often rely on to protect their reputations and positions. This could prove to be a critical trend that is likely to continue, and knowledgeable executives know this. The attention and potential change in the legal landscape means, as one HR leader at a Fortune 10 manufacturer told me, “People at the top are now listening, reacting, and realizing they should have paid more attention. All is well for us in the compliance industry if we know how to make the most of the moment." Needed Now: A Culture of First Responders It's no secret that a strong and explicit commitment from senior executives to preventing harassment is essential to credible internal messaging and building a culture of respect. If the current zeitgeist creates greater commitment from the top, forward-thinking organizations should use the moment to direct resources and better foster a culture where people they can and will speak loudly to each other. Behavioral and cultural change in any organization is"..
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