Business/Economy

When the CEO protects the COO, is there any hope?

Q: The CEO in my company protects two bullies, the operations director and the operations director's wife, who works in finance. Although many individuals, now gone from the company, have complained to the CEO about these two, the CEO doesn't want to hear complaints. He spends a lot of time golfing, traveling with his younger trophy wife, and depends on the COO to manage the company.

Those of us who report to the COO don't dare cross him. We know that the price we pay for job security is putting up with his verbal abuse. Those who work around the wife know they have to "make nice" with her and let her steal credit for their work or she'll tell her husband they are incompetent.

As a result, many of us hate our jobs; our company's turnover rate is astronomical. I've been here two years and the entire staff of the finance department has turned over twice. I'm one of only two of the seven who report to the COO who were here when I was hired. The last colleague to leave said, "This place is insane, you better get out before it makes you crazy."

My job requires me to work with both the COO and his wife. I've come close to quitting twice, but I stay because I love my work and care deeply about my customers. I went to see a counselor in my first year and she told me to go to HR. I did, and the HR manager told me, "It's your choice to learn how to deal with them or not." When I asked what "or not" meant, she said, "They're not going anywhere. If 'or not' is your answer, perhaps you'll be happier elsewhere."

I can't believe this is the only answer. What can I do?

A: Two realities lead CEOs and a board of directors, if there is one, to remove highly placed, seemingly invulnerable bullies: legal challenges and financial loss. If neither appears a likely possibility and you remain in a toxic work environment and you stay on, you need a strategy to help you stay sane.

Legal challenges

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When reporter Michele Gillen went to two different HR managers alleging that CBS had a culture that protected and emboldened bullies, she was patronizingly told "tempers flare," "favoritism isn't illegal" and "bad karma will catch up with the people doing this."

When she unveiled CBS's top-down bullying, intimidation and harassment with an age and gender discrimination lawsuit, she brought down CBS Corp. Chairman and CEO Les Moonves and "60 Minutes" Executive Producer Jeff Fager.

Bullies and those who protect them fail to realize that while they rule within their companies, they don't rule the outside world. Thus, they often make mistakes, and while bullying and favoritism aren't illegal in most states, harassment and discrimination based on protected categories such as gender are. When Gillen documented poor treatment and tied it to her age and gender, she filed a lawsuit that motivated CBS's board of directors to finally act.

Financial loss

Turnover proves expensive and profit motivates most CEOs. According to Deloitte, one of the world's largest accounting firms, the cost of an employee's turnover ranges from tens of thousands of dollars to two times the employee's annual salary. Deloitte breaks these costs down into what it takes to hire, onboard, train and then to give the new employee enough time to ramp up to be able to replace the productivity lost when a seasoned employee exits.

You appear to have the turnover documentation. What if, instead of complaining, you provide it and the above information to your CEO?

Remain sane in an insane environment

If you elect to stay, determine your breaking point, now, and before you feel too beaten down to leave. While you remain, take yourself off the COO's abuse firing line by helping him reach his goals as long as that doesn't lead you to compromise your ethics. By doing so, you'll acquire a level of protection.

Next, realize your psychic satisfaction comes from your knowledge that you're doing good work and the results you achieve. Prior to bringing legal action, Gillen won 39 Emmy Awards for her investigative reporting, consistent accolades from her colleagues and was credited by the community with creating needed public policy changes.

Finally, don't take the COO's verbal abuse, his wife's credit-theft or your CEO's inaction personally. You might, however, reconsider "or not."

Lynne Curry | Alaska Workplace

Lynne Curry writes a weekly column on workplace issues. She is author of “Navigating Conflict,” “Managing for Accountability,” “Beating the Workplace Bully" and “Solutions,” and workplacecoachblog.com. Submit questions at workplacecoachblog.com/ask-a-coach/ or follow her on workplacecoachblog.com, lynnecurryauthor.com or @lynnecurry10 on X/Twitter.

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