Complicity: Workplace Lessons from the January 6 Hearing

Over the last few weeks, the U.S. has gotten a front row seat to an examination of workplace leadership, communications and political dynamics with a leader who demands not only support, but loyalty and allegiance to his every thought and deed. Over the last two weeks, we’ve seen leaders, most of whom are incredibly successful and who had risen to the highest posts in their chosen professions, tell their story of where they were and what they did. Under oath, they paint a picture of self-righteousness and bravery, and said what needed to be said. 

They are hardly profiles in courage. They didn’t actually stand up for what is right in the moment. They found their voice after being subpoenaed, and were given an opportunity to rewrite and reclaim their reputation–but where were they when it was happening? 

While not as high profile, I think of this kind of complicit behavior happening every day in the lives of communicators and leaders. When the moment to be brave and do the right thing comes, I’ve had these conversations with leaders, some highly compensated with very large titles, who are all too willing to do what they’re told, and then try to distance themselves by saying, “It wasn’t my decision.” Or “He/She’s the boss, what are you going to do?” My favorite is the thing that is happening right now on TV–“I mean, if I had spoken up, I would have been fired. Then things really would have gotten crazy.” 

At a certain point, they’re right. Not every conversation that is toxic requires conflict or pushback. Sometimes a soft answer and hard work will have the desired outcome of ensuring a path that is honorable and in keeping with values.  If everything becomes a moral quandary that requires pushback, it’s probably an organization you should leave. In fact, I’ve seen organizations so toxic that the door can’t open fast enough. 

However, the larger problem is when we normalize toxic behavior, and everyone suffers, especially communicators on the front lines and employees. Years ago, I interviewed for a job at a global healthcare company in employee comms. In the discussion with the current team, they proudly discussed how their “executives are crazy,” and they sometimes called them at 6 and 7 o’clock at night to talk about ideas or changes in plans that they wanted to get out. As they told the story, it was clear they believed this was “normal” and that the lack of planning and respect was a condition of what it meant to lead. I remain grateful that I avoided that environment, but also sad that I couldn’t somehow save the ones left behind. 

As the hearings show, smart, accomplished people can be lured into supporting toxic behaviors. While the example is extreme, for most it’s like the frog in the pot that doesn’t feel the heat rising. However, the damage it does to the organization can be irreparable. Or, put another way, if you got called before a hearing, how comfortable would you feel explaining what you did at the time? 

While it may not be comfortable, you always have a choice, and a duty to yourself and others.