The Failings of Men: What Recent High-Profile Sex Scandals Can Teach All Managers
Recent sex scandals in the worlds of sports and entertainment have put a renewed spotlight on the often-delicate subject of relationships in the workplace. They are a call to attention for managers to make sure they have the right mix of proactive policies and training, along with a bit of common sense, in dealing with the fine line between workplace romance and sexual harassment.
ESPN’s firing of its lead baseball analyst Steve Phillips over his affair with a 22 year-old production assistant is just another in a litany of high-profile sports and media stars getting in trouble over their sexual indiscretions. At ESPN, there have been other allegations involving several of its most prominent on-air personalities. Yet, there is a wider roll call of shame that includes such sports luminaries as coach Rick Pitino, Kobe Bryant, and a whole host of players from the Minnesota Vikings in what was dubbed the “Love Boat” scandal. Lest you think this is a U.S. problem, recent sex scandals have involved sports icons across the globe, including Formula One boss Max Mosley, soccer star Ronaldo, and star rugby player Matthew Johns. And of course, the media world is still digesting the David Letterman sex scandals and alleged blackmail attempt, and the political sphere is still grappling with South Carolina Governor Mark Sanford and his “hiking the Appalachian Trail” with his South American “soul mate.”
What “lessons learned” should executives take away from these scandals and the negative media attention that they cast on both their organizations and their most prized talent? The first is that organizations must have active sexual harassment training and policies in place. It’s 2009, and the importance of both simply cannot be overstated. Second, there has to be clear communication that no matter what the environment and who is involved, there will be zero tolerance of sexual harassment. Indeed, some analysts have criticized CBS for not taking stronger action against David Letterman, due to the fact that while one sports announcer or analyst can be replaced, a “franchise” personality such as his cannot be nearly as easily. So, do you have a “too big to fail” standard – or double-standard-in your organization? Finally, one must look around your own organization and ask a simple question: “How well do you REALLY know what’s going on?” Workplace romances are a reality today. However, relationships between superiors and subordinates are a dicey proposition at best – and still, even in this day and age, inadvisable. You should ask – as ESPN and other companies are undoubtedly doing today in the wake of such prominent cases and the attention they cast on the thin – and often fast-moving and blurry lines between mutual consenting adults and sexual harassment – if there are cultural issues that your company or organization needs to seriously address.
As we have seen, lives, careers, and corporate images can take a severe beating in our 24/7/365 media culture when such negative stories come to light – as they almost invariably will do in the age of participatory journalism. Thus, as you read this, ask yourself a simple question: “Do you really know what’s going on?” If not, the legal, financial, and image implications may be costly and irreparable.
