CEOs | Working Stiffed

American Workers are Less Productive: No Job Security, No Motivation

American workers are not feeling the love. A lack of job security, combined with increasing responsibilities (and fewer resources) has resulted in exhaustion, low morale, lack of motivation and (drum roll please)…lower productivity.

The U.S. Department of Labor said last Tuesday, that productivity fell 0.5 percent in the second quarter of 2016, while labor costs rose by 2 percent. U.S. worker productivity has been weak for the past five years and stands at 1.2 percent, less than half of what it was before the 2007 recession, when it was at 2.6 percent.

Many economists say Americans are working more to create less, because workers have outgrown existing technology. As a result, we can expect “restraining” of wage growth and more layoffs. And so the epidemic of myopic economics continues.

Don’t these geniuses realize that reducing financial incentives and increasing employee workloads as the result of layoffs will only drive productivity down further? These “experts” may know the price of everything, but they know the value of nothing.

U.S. workers today are routinely being pushed to their mental and physical breaking points. Workplaces are toxic work environments staffed by people either in the midst of a psychotic break or on the brink of one. The stench of fear and uncertainty lingers in every cubicle, assembly line, water cooler, coffeemaker and non-subsidized vending machine.

It doesn’t help that employers like Disney, Toys ‘R Us, Xerox, Pfizer, and Microsoft are turning to “insourcing” of H1-B visa workers in order to lower their payroll costs, despite posting record earnings…and then they force their poor displaced American employees to train their “guest” worker replacements or forfeit their severance.

Corporate Hunger Games?

As an unwilling participant of the gig economy, I’ve been flitting in and out of different corporate offices for the past four years. The mass psychosis and/or post-traumatic stress disorder (PTSD) I see is alarming, but not surprising.

When you experience three or four (or more) reorgs a year and know that on any given day you could walk into work and be handed a severance package, even if you’ve been a rock star employee (damn those surprise mergers!), it’s bound to damage your psyche to some extent at some point. And at the end of the day, you become aware that there is no “i” in team, but there is one in “survive.”

This past year, I’ve had two assignments where the person responsible for training me held back information I needed to know in order to do my job. Both women were overworked and clearly needed my help, so I can only conclude that they felt that if I knew as much as they did, they wouldn’t survive the next reorg.

They obviously felt it was safer to be overworked to the point of mental and physical exhaustion than to have the well-trained help they desperately needed. How sick is that? Still, they survived round after round of layoffs and salary dumps, so I suppose it’s not an unrealistic fear to expect to be replaced by a contractor who probably made less than they did.

Needless to say, this epidemic of fear and loathing in workplace after workplace makes it hard to stick to a new employer, even when you do a good job under most challenging circumstances. It’s like an endless loop of different movies made with the same script. Sometimes, I feel like Bill Murray in Groundhog Day.

No rest for the corporate weary

This environment of perpetual job insecurity has scared workers into being on the job 24/7. According to a study by Project Time, more than half of U.S. workers left unused vacation time in 2015. In fact, over the past 15 years, American workers have been taking less and less vacation time.

These poor souls likely feel that if they take time off, their bosses might replace them with an intern or hourly contractor…or worse, that someone of importance may decide that their department functions just fine without anyone in their role.

These are the same people who make work calls after dinner and send emails at 11 p.m. on Saturdays in an endless quest for validation and job security. It’s madness! But this is exactly the frame of mind that bipolar CEOs value in their employees.

Rising labor costs? No shit!

Hiring people costs money, and when your business model involves having a revolving door of “talent,” even if you’re replacing 20 full-time employees with 10 gig contractors or H1-B visa guest workers, you’ll end up throwing a lot of good money after bad. Recruiters, equipment and training costs add up.

And then there is the learning curve. It takes a while (sometimes years) before most employees achieve optimal knowledge of their company and/or industry. Many employers learn the hard way that inexperience can be pretty costly, especially in industries that are heavily regulated.

And how many times have employers carelessly displaced long-time employees, only to find they also unwittingly displaced a lot of company knowledge that their low-cost millennial or H1-B visa colleagues didn’t have? Too many; but they repeat the process, anyway. Einstein said the definition of insanity is to do the same thing over and over and expect a different result. So, there you go.

And while we’re on the subject of insanity: If a company wants to treat employees like disposable widgets, then they should stop asking employees to participate in charitable drives in the company’s name. This is inconsiderate at best, and perverse (or even sociopathic) at worst.

Also, I’m not sure why this isn’t obvious, but it’s never a good idea to have leadership team members spew empty rhetoric about “teamwork” and “commitment” at employee or town hall meetings in the same breath that they announce layoffs. What is up with that? I can’t think of a better way to incite workplace violence or corporate espionage. Seriously.

When I worked at Philip Morris in the 90s, we were hit by lawsuits left and right while dodging regulatory challenges by the FDA. If our then CEO had followed today’s popular strategy of slashing headcount and hiring cheap labor, the company probably would have folded before the end of the millennium.

Instead, they doubled down on staffing up, paying above average salaries and they had the best benefits. They understood that if they were going to survive, they needed a knowledgeable and dedicated workforce. Not only did the company survive, but it thrived…the stock split multiple times during the 90s and they’re still around today.

If employees feel valued, enjoy support, and know that if they do a good job, they’ll not only stay employed but they can expect to be promoted and rewarded financially, well…there’s no end to the growth a company can experience. Until “leaders” rediscover the core fundamentals of entrepreneurial success, true growth and peak productivity will likely remain elusive.

A lot is written about the trendy, flexible perks of the gig economy. Sure, it can be “liberating,” if you have a husband or wife who is a high-powered lawyer or doctor and you can “gig” with abandon between sessions of binge-watching “Orange is the New Black,” but for those of us in single-income households, these new “alternative work arrangements” are nothing short of a nightmare that keeps us on the constant brink of financial disaster.

The gig economy is even harder on people over 50; we’re less likely to be able to slide into consecutive contract positions as effortlessly as workers who are in their 20s or 30s.

Last week, my latest “gig” ended prematurely, because the multi-billion dollar medical device company that had hired me just three months earlier decided to dump all the contractors in my business unit. This was the “first wave” of their third reorg in six months.

This was supposed to be a one year assignment…so much for honoring our contract. I didn’t see this one coming, because several managers had sent my manager unsolicited compliments about my work and I really liked it there.

I actually thought I had a shot of staying on and eventually becoming an FTE (full-time employee). My hiring manager even dangled that possibility during my interview. Huh…foolish mortal. At the end of the day, I was just another anonymous blip on some overcompensated executive’s spreadsheet.

Health care or wealth care?

This scenario was déjà vu all over again for me; the gig I had before this one — this time with a multi-million dollar health care system that is owned by a multi-billion dollar global chemical company (chew on that alliance for a while) — ended exactly the same way after only four months. Again, I was told this was a one year assignment, and again, I was caught under the wheels of a budget-cutting reorg.

It’s not just small- or medium-sized budget-conscious businesses that treat their workforce like the girlfriend they like to sleep with but will never marry, its billion dollar health care conglomerates, and equally flush Wall Street and Silicon Valley mega-employers.

If they can’t afford to hire people at a decent wage and provide benefits, who can? Of course they can; they just don’t. And they have our government’s blessing to treat us like disposable napkins…wipe and toss.

After a lifetime of steady, salaried middle-management employment, it’s hard to find yourself unprotected as an independent contractor. Gone are jobs that pay a living wage that increase with time for work well done, humane work hours, job security, health insurance, pensions and other traditional benefits.

We no longer have rights or unions to protect us and keep us steadily employed. In fact, the globalist-owned media has been waging a successful propaganda campaign to demonize unions for years, while our politicians (beginning with Ronald Reagan) have been simultaneously gutting the rights of unions and union members.

This is a tragedy, especially since gig workers can go weeks (or months) without work and we live in fear of getting sick or injured, because if we can’t work, we can’t earn money. Frankly, I could use a strong union right about now.

And when we do find work, it’s usually through temp agencies we’ve never heard of (some are offshore). They place us and pay us (while taking a piece of every hour we work). All we can do is hope that, since they have our social security number and all of our proprietary information, that they don’t sell our identity to some cyber criminal or exploit it themselves.

What’s to stop them? I’m not aware of any protections in place. Again, this is not a priority for our “representatives” in government.

The curse of NAFTA

The table was set for our growing transient workforce with the passage of NAFTA (the North American Free Trade Agreement). We have Bill, and yes, Hillary Clinton to thank for this travesty. NAFTA gave greedy corporate chieftains access to unlimited cheap, offshore labor and officially placed the middle class American worker on the extinction list.

The post-NAFTA war against the middle class began when companies started getting rid of our pensions; phase two involved outsourcing tech support and customer service to countries that provided cheap offshore labor for U.S.-based companies.

Eventually, with the assistance of bought-off members of Congress, greedy corporate titans started bringing in foreign workers through H1-B visas. The rationale was that there weren’t enough qualified people in this country to fill the many “jobs” they were creating.

This is a lie, as the recent Disney IT employee fiasco proves (they let go of their U.S. IT team, imported foreign workers to fill the positions at lower wages, and forced the displaced workers to train their replacements or forfeit their severance packages).

Other companies have, and continue, to follow Disney’s example. Mainstream media has (surprisingly) covered this issue, and still not a peep from Congress or Obama.

Elizabeth Warren did recently mention the need to address this issue, but to date, she hasn’t introduced any legislation to remedy the situation, so who cares what she thinks? She’s paid to fix these things. So, get to steppin’ Betty.

To make things worse, our taxes are used to provide these companies with subsidies. So, essentially, we’re paying for our own funeral.

More than half of all jobs created since 1995 were non-standard jobs, which include part-time workers, contract workers or self-employed people, according to a report published in May 2015 by the Organization for Economic Cooperation and Development (OECD).

While our politicians hammer us with wedge issues like gun control, whine endlessly about the “humanitarian” need to let in an an endless stream of unvetted refugees and pat themselves on the the back for enforcing the “Dreamer Act,” they ignore the plight of their constituents, the American worker.

The American middle class is dying, and while Congress and Obama administer the last rites, it’s becoming obvious that there won’t be anyone left to attend the funeral.

At my most recent “gig,” I worked with some people who had been employed for anywhere from six to 18 years. The only three people “hired” within the past year, including me, were contractors…not one FTE.

One of the “vested” employees often griped about the threat of her bonus being sub-par this year. She knew that I had a solid career as a salaried management employee until recently and that, despite being good at my job, I couldn’t find a similar role in this economy.

She sympathized with my circumstances, but I could tell she didn’t think she was at risk of experiencing a similar fate…after all, what happened to me only happened to “other” people, not her. I wish I could tell her that she’s right, but I know better. The reality is that if we all don’t push our representative to fix this now, my gig worker misery will have a whole lotta company soon.

Carly Fiorina’s hapless bid for the presidency should serve as a warning to all self-important corporate executives: Your hubris may not play in Peoria…or Des Moines, Iowa. The exception, of course, is Donald Trump…but then again, Trump didn’t need to slide on his belly, kneecapping smarter coworkers out of his way on his climb to the top; his daddy handed him a successful real estate empire.

After making her mark at AT&T by plowing through a (probably small) crowd of female wannabe executives (from secretary to CEO!!!), Carly Fiorina was tapped to lead Hewlett-Packard (HP) in 1999. Her bipolar self-importance, coupled with her intense, ferret-like gaze, allowed her to become an extremely well-compensated poster girl for diversity in the tech industry. How cool was she to head a company in an industry dominated by men?

Six short years and many bad (often heartless) decisions later (the Compaq acquisition and her penchant for outsourcing everyone and everything top the list), she flushed away 50 percent of the company’s value and 30,000 jobs. In the end, Carly’s greatest achievement at HP was her resignation; the stock shot up 7 percent when she announced she was leaving the company.

This former tech “mogul” didn’t even have the common sense to purchase her own domain name. Instead, one of the many former HP workers that she displaced snatched up carlyfiorina.org and used the site to mock Carly and expose the extent of her relentless need to destroy jobs…in her own words. For example, after being asked how she would handle the layoffs at HP if she had to do it again, she replied: “I would have done them all faster.” O-kay.

Carly has been running for office (and losing) ever since, trying to regain a large canvas on which to paint her human carnage. Such pluck is admired by corporate board members who love putting tenacious, self-centered people in charge of companies…people who don’t mind getting a little (or a lot of) blood on their hands to achieve “economies of scale,” but in the real world, people like Carly are rightly shunned for being the psychopaths that they are.

After a career of failure, scandal, and a complete lack of empathy for the people whose lives she carelessly destroyed as HP’s CEO, politics beckoned. As a former corporate CEO, she didn’t feel the need to start at the bottom, so she ran for senator of California against the Yoda of female politicians, Barbara Boxer (who quickly schooled the “secretary-to-CEO” upstart). And now she wants to fail up to president and become the Republican Party’s Hillary Clinton. Such hubris. The Onion humorously captured her delusional aspirations, as only they can.

I suppose it’s easy to think you’re the cat’s pajamas when you spend years addressing a captive audience of employees who applaud and laugh at your bad jokes at town hall meetings. Still, there’s a big difference between addressing an audience of employees who depend on your approval to keep their jobs and addressing American voters, such as those at the Iowa caucuses this week, who you have to depend on to get the job.

Like all bipolar CEOs, when she does face rejection, she folds like a cheap suit. After a poor showing at the Iowa caucuses, she skipped town and her own party. No need to thank the few people who worked on her behalf; it was time to move on and be a world leader pretend at the next stop on the campaign trail…the New Hampshire primary.

Carly, like Hillary Clinton, are examples of what is wrong with too many women who achieve power. As a woman myself, I have to admit that I preferred working for men. Many of the women I worked for who had high aspirations viewed me as a threat (even though I never shared their C-suite aspirations) and felt it necessary to neutralize my contributions or even to take credit for my occasional good ideas. I can honestly say that I have inadvertently helped a lot of these women move up that coveted ladder without so much as a thank you from them.

I wish I could say that all women leaders are wise, gentle souls who have an innate desire to better the world and nurture the growth and development of other women, but that hasn’t been my experience. I can’t imagine what Carly did to her female coworkers during her meteoric rise up the corporate ladder at AT&T.

On some level, you have to blame the environment…with so few opportunities for women to break through the glass ceiling, I can see how an ambitious woman can turn into a psychopath trying to squeeze through the eye of the needle of achievement. Still, until we can level the corporate and political playing fields and the Lady Macbeth syndrome becomes the exception and not the rule, voters (and employees) need to proceed with caution.

This is the problem I have with identity politics. I’d love to see a woman become president (I wish Elizabeth Warren had decided to run), but I don’t support voting for a powerful woman just because she’s a woman. Hillary Clinton and Carly Fiorina are flawed, power-hungry, mentally ill women. And the reality is that after a life time of stepping on other women to get ahead, well…they don’t like other women, so why give them your vote, ladies? Neither would make a suitable first female president and it troubles me that so many women are blinded by ovaries wrapped in a power suit.

While it’s easy to single out Fiorina as a narcissistic, psychotic product of corporate dysfunction, the reality is that C-suites at companies nationwide are filled with Carly Fiorinas and even more bipolar or psychologically damaged men.

I wonder how different the corporate landscape would be if leaders were selected by employees, instead of by corporate board members who see personnel as “human resources.” A little more humility and a lot less hubris in leadership would be appreciated.

I like a good scary story as much as the next person, but I can’t think of any piece of horror fiction in recent memory that has frightened me more than last week’s New York Times feature article about Amazon.

Anyone who has had a white collar job within the last 10 years is familiar with some of the workplace hazards alluded to in the article:

the annoying coworkers who like to email people at 2 am on weekends to prove/time stamp their dedication;
others who show up at the office at the crack of dawn and/or stay late;
the busybodies who like to provide unsolicited “feedback” (usually negative) about colleagues to superiors; or
colleagues who feel that humiliating you in meetings will spur you to achieve workplace excellence (this is usually the public explanation; the real reason is they either resent you or don’t like you).

Individually, these behaviors are annoying, but when they are ALL part of a company’s corporate culture…even codified in the employee handbook (check out Amazon’s 14 leadership principals), then you’re hitting horror story territory.

Bezos responded to fallout from the Times article by saying that he wouldn’t want to work for a company like the one described in the article. One can argue that he doesn’t, really, since as CEO, he isn’t subjected to the annual “culling” of staff, and no one in their right mind would dream of submitting secret feedback about him via the company’s Orwellian Anytime Feedback Tool (a widget in the company’s directory that employees are encouraged to use to submit praise or criticism about colleagues to management). Of course, Feedback Tool submissions are factored into the decision-making at the annual culling of Amazon’s overworked herd. Double-plus ungood.

Bezos likes his Feedback Tool so much, he’s invested in an HR software company that makes a similar product. So, in the near future, if you find yourself on the wrong end of a crappy performance review and lose your job, it may just be because the office psycho who doesn’t like you colluded with other office misfits to funnel tons of real-time negative feedback about you to your boss. Creepy, huh? Get ready; it’s coming.

So, is Bezos a driven visionary…a textbook bipolar CEO…a sadist…or all of the above? Who can say for sure? What is obvious is that, in his infinite, algorithm-loving mania, Bezos (whose name literally means “kisses” in Spanish) has reworked the KISS principle (Keep it Simple, Stupid) to mean, Keep it Stressful, Stupid. His fiefdom is truly a Darwinian dystopia on steroids.

I guess while we wait for the robots to take our jobs, corporate overlords like Bezos are going to bide their time by making us work like robots. That way, they can literally work us to death and we won’t be around to complain about losing our jobs to C-3PO in the near future. A recent study shows this isn’t that farfetched a concept.

A stroke of bad luck?

In recent years, we’ve been hearing more and more about uncharacteristically young people…folks in their thirties and forties…having strokes. Why, we wondered? Well, it turns out that Amazon’s top performers aren’t thinking long term when it comes to embracing the 80-hour workweeks that are the hallmark of Amazonian excellence.

Less than a week after the Times/Amazon article appeared, the London Guardian reported that scientists at University College London found that if you put in more than 55 hours a week at work, you have a 33 percent higher stroke risk and a 13 percent higher risk of having a heart attack than “slackers” who work only 35-40 hours a week.

What I want to know is, if you stroke out at your desk at Amazon, will Bezos offer you free shipping to the funeral home of your choice?

The average person who suffers from bipolar disorder endures a lifelong struggle with mood swings and fluctuating energy levels, all while trying to maintain stable personal and professional relationships; not easy to achieve, to be sure.

Fortunately, many find relief with medication and the support of loved ones, and they can lead successful, fulfilling lives.

But what happens when a bipolar person is in a position of power and/or has achieved an impressive level of entrepreneurial success? Would you feel comfortable suggesting that they need to take their meds, if they feel they don’t…or to lash out at them if they call you at 3 a.m. to discuss their latest great idea?

If they sign your paycheck or you’re dependent on them financially in some way, odds are you wouldn’t. A LOT of CEOs, executives, and entrepreneurs are bipolar, and they are just as likely to be proud of it and acknowledge that their mania is the reason they are successful.

What they don’t always acknowledge is the collateral damage they often leave in their manic wake. But, hey, you gotta crack some eggs to make an omelet, right? Sadly, those of us who have had the misfortune of toiling for manic depressive leaders have been those eggs, and the yolk is often on us.

I’ve worked for more than my share of bipolar CEOs and executives, so it’s safe to say I had to reach for the Maalox more than once.

Bipolar giveth and bipolar taketh away

One manic depressive executive I worked under early in my career—let’s call her Dara—had my whole department in such a perpetual state of flux that we checked in with her executive assistant each morning to find out if Dara was up or down that day. Needless to say, no one approached her on “down” days, even when it was necessary.

The C-suite loved Dara, though…she was a straight-shooter…a risk taker….and she didn’t need (or want) to be micromanaged. Not surprisingly, those were not traits she ever wanted to see in us. Those who were foolish enough to try to emulate her were swiftly terminated.

We were paralyzed by her inconsistent direction and her fluctuating mood swings. Still, those of us who survived her manic meat grinder intuitively found a way to succeed, inadvertently ensuring that she remain gainfully employed.

What else could we do? Her bosses never bothered to investigate the psychological minefield that was her department.

The day did come, however, when she popped a wheelie on national TV and the powers that be got a very public glimpse at the personality we had struggled to manage for years. And just like that, she was gone, and we all heaved a spontaneously sigh of relief and broke out into a chorus of “Ding, dong, the witch is dead…”

Of course, on some level, we felt bad for her, because we knew she was ill, but then again, she had pushed many of us to the brink of mental illness. And in our results-at-an-cost corporate culture, her impact on our mental and emotional well-being was low priority.

The CEO’s Disease

Years ago, psychologists labelled bipolar disorder “the CEO’s disease,” with reason. Numerous studies have found that the manic stage of the disease tends to breed successful entrepreneurs. A recent joint study between Stanford University and the University of Denmark confirmed earlier research, finding that successful people who are bipolar tend to be uber-successful, often earning much more than their peers.

The study also confirmed that the opposite is true for those who can’t effortlessly slide up the corporate ladder through nepotism or who don’t catch a lucky entrepreneurial brake: average bipolar Joes and Janes tend to make much less than their colleagues.

Donald Trump: The Elvis of bipolar CEOs

Unless you live in an underground bunker with no Wi-Fi, you’ve no doubt been exposed to the clown show that is Donald Trump’s presidential candidacy. Having grown up in New York City, I am more than familiar with this bloviator in a Mafia Don’s clothes.

Trump is a self-made business tycoon…because he tells you he is, but if you scratch off the cheap, gold paint (found in abundance at any Trump-owned property) you’ll find a string of failures and bankruptcies. He’s not even self-made; his father, a wealthy Brooklyn slumlord, greased his entrepreneurial wheels.

Trump parlayed his hubris and Rapunzel-like comb-over into mainstream success with “The Apprentice,” a TV show that allowed him to yell, “You’re fired!” at some hapless participant on each episode. One person’s humiliation became a control freak’s wet dream…and the nation was enthralled!

Now he has a significant lead over the cattle car full of Republican/globalist hand puppets running for president. And, why not? Unlike the others, he is a straight-shooter…a risk taker….a guy who says what many of us think, but won’t admit in polite company. Plus, he’s running on his own dime! Like the honey badger…the Donald don’t care.

This is a dangerous trap, because when it comes to this Elvis of bipolar entrepreneurs, rest assured, that for every one thing you like about him, there will be ten things that you will find appalling.

Bipolar CEOs are often adept at consensus building. If gifted with sufficient charm, they can get us so focused on their cause when in the throes of their mania, that we’re blinded by the toxic lead under the cheap paint.

This is why so many boardrooms end up putting these literal maniacs in charge of their companies, leaving those of us who owe our livelihoods to these human pendulums to cringe in uncertainty, and to live with the reality that today’s promotion can easily turn into tomorrow’s termination. Not fun.

Category: CEOs

American Workers are Less Productive: No Job Security, No Motivation

A Casualty of the Gig Economy: My Life in the Brave New Workplace

Carly Fiorina: From HP Board Meetings to Iowa Bored Meetings

No Bezos (kisses) at Amazon

The Curse of the Bipolar CEO