Whatever the rights and wrongs of the Uber furore - how you do things matters
Businesses aim for targets - often economic (growth, profit, market share) but also perhaps developmental, technological, ideological even. If Uber’s situation shows anything, it is that how you choose to get there really matters.
Social media expands by the second with angry voices debating whether TfL’s decision to revoke Uber's licence was fair. I make no comment – I haven’t seen the evidence. But it appears that TfL’s action cannot be dismissed as entirely groundless. If reports are to be believed, by it’s own admission there was something rotten in the state of Uber.
There’s a parallel with many employment disputes. A manager 'caught out’ presiding over a questionable workplace culture bemoans as ‘cynical’ and ‘unfair’ an action taken by a disgruntled employee (not to mention any penalty imposed by an employment tribunal). “Oh come on!It’s just how it is here. No-one ever complained before!”
And then there’s the finance sector. Now bearing the weight of regulatory rules, scrutiny, expectations of integrity, feeling the pain of personal accountability ten years on from the crisis.
What did the victims of these various sanctions do to deserve them? Enough. Sometimes not all of it. Usually not all of them. But there’s usually enough that didn’t feel right. Enough that was allowed to continue, too long, unnoticed or un-noted. And enough people who knew it.
And when it is finally called out (and it will be) the reaction, the penalty, may feel (be?) disproportionate. Even wrong. Particularly where it creates wider ripples which impact on the innocent. But if you profit financially or otherwise - directly on indirectly - from allowing a disorderly house, it seems you can expect the pain of the clean up. And it may not feel fair.
Reputation, culture, and conduct - individual and organisational – aren’t just nice to have. Get it wrong and it hurts.
Dara Khosrowshahi, Uber’s new boss, clearly realises the need to reform Uber’s image as a growth-at-any-cost business that may have taken the corners too fast.He has apologised to Londoners for the car-booking business’ mistakes while vowing to appeal Transport for London’s refusal to renew its licence to operate in the city.It was all good until Mr Khosrowshahi said: “We will run our business with humility, integrity and passion”.
Related Articles
Lockdown must do #5: resolving problems well - We Can Work It Out (The Beatles)
Connection: it's the quality that counts
Lockdown must do #4: maintain positive connections - Reach Out (Four Tops)
%20(3).png)
Happy hour? A conversation about alcohol and work – culture, risk and belonging
From post-deal drinks to client events and team celebrations, alcohol is woven into workplace culture. Yet when something goes wrong, it’s rarely seen as ‘just a drink’.
With new duties on employers to prevent sexual harassment, and growing attention on workplace risk and inclusion, it’s time to take a more intentional look at how alcohol shapes workplace culture – and the risks it carries.
This short, focused webinar will explore:
• How alcohol contributes to conduct, harassment and reputational risk
• The assumptions we make about what’s normal, social or expected
• How alcohol intersects with inclusion, wellbeing and boundaries
• What to think about when conducting risk assessments and looking at policies
• Practical steps to build positive connection while protecting what matters
Speakers:
Helen Dallimore
Head of Training, Byrne Dean
An experienced facilitator, trainer and former employment lawyer, Helen works with organisations to strengthen leadership capability and embed respectful workplace behaviours. She brings particular expertise in creating inclusive cultures where people feel safe, respected and able to thrive.
Cicilia Wan
Principal Consultant, Byrne Dean
A former employment lawyer and experienced Head of Employee Relations in global financial services, Cicilia has seen first-hand how alcohol can affect conduct at work, with deep expertise in leadership, culture and people risk.
Steven McCann
Founder and Director, MCG Consulting
A leading voice in workplace addiction and recovery inclusion, Steven advises organisations on addiction awareness, recovery-informed culture and social mobility. He has spoken at the Bank of England and works regularly with law societies, the Legal Services Board and institutions across law, finance and corporate sectors.
Training Zone: Five 2025 training trends to address the knowing-doing gap
Matt Dean explores the knowledge gaps organisations are looking to close in 2025.
HR Magazine: Lab employee wins €10k after HR recorded him
Amanda Okill shares guidance on the role of HR in building trust and fostering a speak up culture.
