If you were told how to run your successful business by a blustering, anti-science, bullying felon who once suggested drinking bleach to cure Covid, and the extent of whose management knowledge appears to have been culled from a TV game show – oh, wait… – what would you do?
If you’re CEO of a blue-chip US company, having marched your men to the top of the hill, you may well be hastily marching them down again, shredding your commitments to diversity (Accenture, Deloitte, KPMG, Goldman, Meta, Amazon, McDonald’s, American Airlines, Boeing, and much of Hollywood among others), combating climate change (Walmart, BP and a bunch of financial institutions) and the ‘moral crime’ of working from home (Elon Musk – Amazon, Dell, J Morgan Chase, Goldman Sachs, and Tesla and X, obviously), while taking steps to install a more muscular, masculine, even aggressively energetic workplace as you go. KMPG has gone as far as to scrub all mentions of its past DEI programmes from its websites. One (anonymous) top banker celebrated this epochal civilisational advance thus: ‘I feel liberated. We can say “retard” and “pussy” without the fear of getting cancelled . . . it’s a new dawn.”
Sucking up to Trump is the expedient choice. Yes, for companies like consultancies KMPG that depend on government contracts, it’s a money decision too. Yet they might have been better advised to pause and reflect on what it says about the company and its leaders when apparently core values can be tossed overnight as if the company, perish the thought, had never believed any such thing.
Not much that is complimentary, is the answer. The damage is both direct and indirect, affecting both customers and workers, their most important constituencies. When Meta announced its changes, which included cancelling content moderation, Facebook and Instagram users piled in with extravagantly unprintable allegations about chairman ‘Mark Suckerberg’s’ personal habits, causing panic among corporate customers that their ads might end up against a fake nude of the Meta chairman (sorry). Retailer Target, which had traditionally made a point of wooing Black customers, found itself facing demonstrators and boycotts for its retreat. The same at Tesla, where, enjoyably, investors have got in on the act, slashing 20 per cent off its share price (and $140bn of Musk’s net worth) on the news that the company’s January 2025 UK sales were 45 per cent lower than a year earlier. Some analysts suggest there may be further to fall.
These responses are the material manifestation of a damaging loss of confidence. Indirectly, the long-term costs may be higher. How would employee morale not be affected by their employer backing away from a commitment to fairness at work? How would ambitious young job-seekers not prefer to send their CVs to consultancies that didn’t expunge basic commitments from their websites like a Soviet commissioner erasing non-persons from the photographic record? Unsurprisingly, Gallup is reporting levels of engagement that are plumbing new depths. What employees want from leaders, the pollster reports, is (in order) hope, trust, compassion and stability. Well, with compassion, stability and hope in shrinking supply, trust, which up to now had held up relatively well, takes a triple whammy. Not to defend it, but the level of contempt reserved for company bosses is well illustrated by the extraordinary public show of support for Luigi Mangione, who shot UnitedHealth chief executive Brian Thompson in January (of which more on another occasion).
Evidently even further from CEO minds is any thought of wider managerial responsibilities. They might cast their minds back to the 1930s, a similarly turbulent and threatening period in world history, as management was beginning to take cognizance of itself as a standalone discipline. Surveying the rise of authoritarianism, Peter Drucker noted the salience and importance of institutions to democratic society. As Martin Wolf put it recently in the FT, ‘Civilised societies depend on institutions. The more complex the society, the more vital those institutions. Institutions provide stability, predictability and security.’ Companies, schools, universities, courts and hospitals are all institutions. All need managing and managers, and the effective functioning of society requires that they be managed well.
From this derived Drucker’s conclusion that management held a unique and often forgotten responsibility: to hold society together by keeping the institutions and organisations that make up its weft and warp honest and effective. Absent trust that they will deliver their services – justice, education, health, information and news as well as our daily bread – fairly and efficiently, the collapse of civil society into partisanship, cronyism and authoritarianism, as eloquently described in a recent essay by Nobel economics laureate Daron Acemoglu, is all too credible. America’s collapse, he suggests, will follow Hemingway’s famous line about bankruptcy: ‘It happened gradually, as shared prosperity, high-quality public services and the operation of democratic institutions weakened, and then suddenly, as Americans stopped believing in those institutions.’
How should managers react to these highly politicized times? In one sense, that’s easy: double down on the way you would behave in more ‘normal’ times. Management’s first duty is effectiveness. Whatever politicians froth about, an increasing number of firms have learned that purpose is as necessary as profit; your purpose being what you do, it had better be something you and your employees believe in. Since the case for good jobs is unanswerable on any dimension, fairness, or equity, at work is not an option. (The business case for diversity is hard to prove; but it stands to reason that if your customers, suppliers and investors are diverse, it may be helpful if your decision-makers and salespeople are too – ask Target.) Work should be done where it is most productive, not where it gratifies the boss to exert his power for the sake of it. ‘Hardcore working’ à la Musk is idiotic and dangerous, as is multi-tasking – viz the near disaster of Doge’s teenage nihilists abolishing units responsible for Ebola tracing and prevention and nuclear security before twigging that this might cause, er, issues. As for the planet, although Musk would like it otherwise, we only have one of them to experiment with, and every business needs to do its bit to keep it habitable. No planet, no business. It’s not as if the advance signs of the current scorched-earth policy weren’t already visible. It’s not wokery that is driving insurance firms to abandon large tracts of California, or a hoax that in a decade Mar-a-Lago will be under water, however loudly its owner commands the waters recede.
So all in all, it’s time for managers to stop pretending they are just hired hands at the behest of shareholders or even worse, politicians (not me, guv!), do what they know to be the right thing, and call out those who don’t, as their employees want them to. It’s called leadership. It takes courage, and in return it gives people hope and stability, helping to shore up the institutional trust that holds society together instead of splitting it apart. It’s still not too late, just. But the clouds are gathering. ‘It’s not dark yet’, advised Bob Dylan on his album Time Out of Mind. ‘But it’s getting there.’