The Tribune Company which owns the Chicago Tribune and several television stations has faced severe problems of late. Not only did its recently hired CEO, Randy Michaels, depart under multiple allegations of ethical misconduct, but creditors are also claiming misconduct on the part of Sam Zell, the man who bought the Tribune Company in 2007. It appears that Zell misrepresented data about the condition of the company during bankruptcy protection in order to avoid paying creditors.
A recent New York Times story detailed a “frat house” culture in which sexual innuendos were the norm. Such a culture cannot have bloomed overnight. This is a perfect example of personal freedom gone too far in a corporate environment.

If we buy the idea that the quality of the culture is a reflection of the consciousness of the leader, then we need go no further than Zell and Michaels for the answer to the culture’s problems. Zell, it appears, is notorious for staging wild birthday parties with young women in gold body paint wearing only thong bikini bottoms as part of the attraction. Michaels was accused of multiple transgressions and out-of-control management. While creditors have praised Michaels and his team for stabilizing the financials, he has done a poor job regarding his own behavior and conduct.

Perhaps decades ago a leader might get away with the kinds of abuses that are currently displayed, but no longer. Zell and Michael are part of a dying breed of male leaders that don’t understand the direct relationship between personal conduct and the culture of the organization. Nor do they seem to get that you can’t have a healthy culture while treating women as sexual objects. Apologies do not do anything, nor do surface attempts to change the behavior by legislating behavioral reform.

The cause of these problems is the underlying attitude and consciousness. Underneath any leader who treats anyone as an object or pawn is an attitude of right vs. wrong, better than vs. worse than. It is this sort of arrogance that will never create a healthy and sustainable professional culture in this day and age.
It amazes me that in spite of the information available on what healthy attitudes and behaviors look like, Zell and Michaels still remain in their roles, as do countless others in corporations throughout the world. I am by no means prudish, and I have lots of room for playful banter. But what we are discussing here goes way beyond that.

Interestingly, most professionals know where the line is. Those that cross the line repeatedly need more than a behavioral adjustment – for the thinking that creates the behavior will be the bigger problem in the organization. These people need to be let go, and maybe then, the lesson will be learned. It is not a behavioral problem. It is a deep-seated attitude problem, and attitude adjustment is the only way they will become good leaders. With their personal freedom, leaders must also take personal responsibility for their actions.