A Corporate Katrina? Change is in the Air and Things May Never Be the Same Again

Unstable markets, wildly fluctuating prices for commodities and finished goods and increasing doubt about the future role of fossil fuels is causing some business leaders to wonder what the future of doing business looks like. Cancelled sales, postponed projects and hiring freezes are now common. For many companies, the current crisis feels like an economic version of hurricane Katrina, difficult to predict and even harder know how to prepare or react.

At a recent HR conference, I met an HR Director who said these words, “We have been doing the same thing for fifty odd years. It works for us.” I had mixed reactions. Part of me appreciated the confidence in her voice and the sense of stability it conveyed. The idea felt warm and safe. If something isn’t broken, why fix it, right?

At the same time, I knew that for any company to believe that doing nothing, either because of or in spite of our current economic instability, just isn’t wise. There are too many other factors involved and ignoring any one of them might prove to be a fateful, and possibly fatal, decision. We do not need to hunker down and ride out the storm; we need to take action.

Let us consider some of them.

In the past year, there have been numerous exposé articles about the highly paid senior management of underperforming organizations. Historically, we have been able to conceptually separate the individual performance of executives and the other factors which affect the performance of organizations. There is always more going on than a decision from the corner office.

The CEO is responsible to the board and the board members know what they are doing, don’t they? Ultimately who is responsible for the success of an organization? The board is elected by the stockholders. The buck gets passed once again and no one seems to really know just who is responsible.

We seem to be entering an era that applies different meanings to the words accountability and responsibility. Taxpayer, and therefore, voter anger and resentment over the government bailout of the failed banks typify this shift. Corporate America is confronting its definitions of leadership.

We are learning lessons that a few CEOs have known for a long time. The true success of an organization depends on how that organization functions as a vibrant entity, a living organism, inclusive of its work culture, its business processes, its ethics and its role in the lives of the people who work there.

Evolving technology changes the way we do business almost on a daily basis, yet we are often unprepared to adjust and respond to those changes. We no longer have the luxury of time to figure out how to use new technology to our best advantage. The decision making processes that have given us 20 years, for example, to fool around with variations of e-learning no longer apply.

The baby boomers are going to retire whether we like it or not. Businesses have received yet one more reprieve from the brain drain of boomer retirement since retirement accounts have once more suffered record losses. This time, however, boomers are not in a position to simply add another ten years to their careers like they did the last time around. They no longer know what retirement will look like and as a consequence, our leaders are less able to predict the composition of our workforce.

This crisis begs another nagging question. We have democratized the stock market with on-line trading and we have placed the responsibility for planning for our retired workforce in the hands of individual workers. Defined pension plans are all but non-existent. The future of Social Security always seems to be in doubt. And, now individual retirement accounts have been gutted by stock-market instability.

We have taken the planning responsibility away from corporations and placed it in the hands of individuals without providing adequate education. They have had to rely on questionable sources of public information, the “advice” of investment sales people and on 401K administrators who legally can provide only the vaguest direction. Combine uneducated decisions with a volatile market and we have people who are now looking at their government for help since their employers have washed their hands of them.

Where do we expect the government to get the funds it will need to help them when the traditional source of income, the lower to middle income tax base is tapped out? The corporate voices who wanted to eliminate the predictable expense of defined pension plans are now hearing what may well be their raucous corporate swan song. Whether or not we see direct taxation or simply the loss of tax breaks, we might predict that the job of the CFO may grow considerably more difficult. In hindsight, how viable was our decision to change our retirement planning strategies?

The issues revolving around the multigenerational and multicultural workplace are increasing in complexity. We attend seminars on understanding the different generations but what do we do with that information? Organizations are struggling with engagement, diversity, inclusion, recruitment and retention. They are faced with the pending retirement drain on experience and skills and their organizations will soon be in the hands of those less experienced and far less self-sacrificing.

Economic crisis only exacerbates these issues. Increasing unemployment makes people available but there is a gap between the people who are available and the people we think we want to hire. Every recruiter I know, both corporate and independent, reports being inundated with the resumes of people who are considered unqualified. What is wrong with this picture? Are there simply no qualified people or are we setting our hopes on finding a super hero?

Rather than fretting over the difficulty of finding the right person to fit the job, we may have to rethink the position. The problem is if you change one job description, you may have to change five more. Does your company enjoy the level of engagement and commitment that will adjust to these changes or will you need to hire two people to fill one position? Which of these alternatives is really the most expensive in the long run?

If we are honest, I have not pointed out anything that is completely new. We simply do not like thinking about these concepts. We would prefer, like that HR executive at the conference, to continue to do things the way we have always done them.

While we still have time, we are going to have to endure the discomfort of change yet again and focus on building and nurturing a work culture that not only embraces change but maintains the engagement, commitment and accountability necessary to sustain the organization no matter what the economic climate.

Financial Lessons Learned from Hurricane Katrina

The financial world is in chaos. World leaders are scrambling to save economies that up to now, seemed to need little more than interest rate regulation. Government bailouts, take over of major financial institutions and decimation of retirement accounts have set our society in turmoil from the highest in government to individual citizens. We are in the midst of a kind of economic hurricane Katrina and we need to know how to best weather the storm.

As Katrina approached the gulf coast, people in New Orleans were encouraged to evacuate but many ignored the warnings and stayed behind. They later found themselves stranded on their rooftops having lost everything. If, like them, you do nothing, in this financial storm, you may find yourself stranded or worse. The warning signs are all around us. It is not time to hunker down and hope that the storm blows over. It is time to take action.

Reconsider what you have, what can be saved and what you might have to count as a loss.

In personal finance terms, it comes down to revaluating your wants and your needs. Luxuries that become a habit have a way of looking like necessities when they are not. We all should examine the ways we spend money and reconsider our habits. How much of our spending is on luxury and how much is on necessity?

If we do not tighten our belts voluntarily, they will be tightened for us. In the throws of Katrina, stranded people were hungry and parched and help did not come for a long time—too late for some.

For some of us tightening the belt a notch may mean public transportation rather than driving to work. It may mean packing a lunch rather than eating out. We might dry-clean less often. We might eat at home more, turn the lights off when we leave a room or wear a sweater rather than turning up the thermostat this winter.

Do we really need to spend four or five dollars on a cup of coffee? Sorry Starbucks, I own a travel mug and can brew a decent cup at home. If I am going to go out for a cup, it will be the basic model, not the frothed-up, price-inflated version. How about cutting your prices for your loyal customers who have spent so freely?

Do not wait for the government to save you. They are not prepared for it. Our government and FEMA were taken completely by surprise by Katrina and the process was mismanaged and mistakes made from the very beginning.

Remember the economic stimulus check you received at the beginning of the summer. It was like throwing a pizza at 30 or 40 really hungry people. The big story at the time was how very few people were actually spending it in the way the government hoped. Now we are bailing out banks to tune of billions of dollars because of their bad, even predatory lending decisions.

Looters are on the loose. As citizens of New Orleans were forced to turn their backs on their homes and businesses to save their lives, looters were right behind them picking up was they left behind.

Beware of unscrupulous offers of credit, pay-day loans, easy financing and guaranteed satisfaction. Think twice before moving your investments on the advice of someone who needs to make a living off of your decisions. Read the fine print of offers on insurance that will make your payments for you if you are unable to do so. Anyone who offers an easy solution in a time like this is selling snake oil.

Just after the storm, creditors were very patient and cooperative with credit card holders and were very understanding about late payments and lost cards. How long do you suppose creditors left accounts open for displaced Katrina victims who were no longer employed and could not pay their bills? It wasn’t long before accounts were being closed for various reasons, all of them legitimate.

Learn to live without your credit cards. Using credit now just means you will have to pay more later. Interest rates often double or even triple the cost of your purchases if you are carrying balances from month to month and making minimum payments. In a tight economy, why would you pay more for something just to have the simple convenience of using a credit card?

Most everyone has debt obligations and when it comes to prioritizing which creditor gets paid and which does not, credit cards fall to the very bottom of the list because the debt is unsecured. At the top of the list are your mortgage, legal obligations like child support and your taxes. Think of long-term consequences rather than short-term inconveniences.

There is going to be a very fowl mess to clean up. More than three years later, there are still homes in New Orleans that have not been cleaned out, gutted or torn-down and the job of cleaning up that mess gets more and more difficult as time goes by.

Financial storms can cast very long shadows. Lost opportunities, damaged credit reports and investment losses may require years of recovery and rebuilding. The thing to remember is that you can rebuild and though things may never be as they were or as you planned them, you can and will survive and even find happiness. In the midst of the storm the best we can do is to try and limit the damage.

Profiteering will be rife. In the recovery process after Katrina, gross profiteering was not only everywhere, it was obvious. Even today, building supplies are at a premium price even at the national chain stores. Contractors in New Orleans can charge two and three times their normal rates. Long waits in line and even longer waiting lists for contractors betray how willing some are to pay the price of recovery.

As we emerge from this crisis, and we will come out of this, there will be some who promise quicker and easier recovery. Call them economic ambulance chasers. They will promise investments with large and quick gains. They will offer to repair credit reports, provide quick easy access to bankruptcy and offer easy credit terms. If it sounds too good to be true, it is.

Remember the fundamental rules. Promises of high returns naturally carry corresponding risk. The more an investment opportunity promises a return, the more likely it is that you can also lose your shirt. There are no secrets to credit repair. You can do it all yourself and the information you need is free and readily available. And anytime there is a legal way out, like bankruptcy, debt negotiation or tax settlement, there are consequences that are unavoidable. You should find out what they are before you sign on the dotted line.

There will be help. Volunteers and charities poured into New Orleans after Katrina as if a levy of a different kind had been breached.

It is difficult to say what kinds of real help will be available after this economic storm. They are limited only by our ingenuity and our capacity for kindness. Ultimately, however, each of us is responsible for our own financial well-being. Be careful; it is a gale out there.

Joseph Onesta is a Speaker, Trainer and Consultant with Integrity HPI. His practice focuses improved work environments that develop an "employer of choice" reputation for his clients while facilitating the work-life balance of their employees. As former Director of Education and Training for Consumer Credit Counseling Service of Los Angeles, he offers seminars and workshops in Personal Finance Employee Education.