Hello, I’m here to vilify your industry,

Hello, I’m here to vilify your Industry,

As an investment adviser, I am not frightened by many things.  I have weathered enough negative markets to give me the tools, knowledge and courage to help my clients fulfill investment needs and goals. Dealing with economic and industry issues is what I do. This is why I was recently surprised by, what may be, one of my top industry concern.  In addition to deception and scandal caused by rogue investment advisers, I just discovered I need to be aware of the role of consumer protection agencies play in the denigration of an industry, and the mistrust of advisers who are charged with solving problems.

Please don’t get me wrong.  I see client best interest as the most important role of the investment adviser.  I take this very seriously, and, over the years I have dedicated time and personal resources in education that has molded me to be the best fiduciary and knowledgeable adviser personally possible.  I am a fierce supporter of investor protection.

Creating Earned Trust – Client Above Self

This is why that in addition to the FINRA Certified Compliance Professional designation and Master degree from Creighton School of Law, I have pursued an Education Doctorate degree.  I knew my role was to do more than research and publish. I needed formalize questions, seek answers and finally put into practice a stated problem solution with research leading to methods of improvement.  After three long years of literature review and a national qualitative research project, I am seeing the big, and important, picture.  The topic:  ethical challenges and ethical decision-making processes experienced or witnessed by U.S. financial advisers.   I’m fully engaged in the need to foster deserved trust in the U.S. financial industry.

What I’ve found out so far is interesting.  Creating earned investor trust by creating an ethical industry is the answer (no surprises there).  The important message, gleaned from nationwide research, involving practicing investment advisers and CFPs®, is that deceptive practices by rogue advisers will not be healed and improved by industry ethics training. The second message from this study is that our self-regulated industry must effectively find the tools to identify and permanently bar rogue advisers from all financial services – including banking and insurance.

Back to Investor Protection 

So, wouldn’t the objective of identification of rouge advisers and their permanent expulsion from the industry seem to be a critical objective for investor protection?  If the sentiments of federal investor protection agencies are represented by a visit I had this week with a member – apparently not.  Investment protection is charged with finding deception and bad practices culminating in advocacy for the investor.  There is little incentive in seeking adviser observations or recommendations for industry safeguards and improvements.  In fact, at the end of the meeting, I simply asked suggestions as to how our industry should or, could, permanently remove weak leadership and rogue advisers.  The suggestion?  Remove incentives.  Fully agreed – but just one small cog in the machinery.

I get it.  Healing an industry that you are compensated as a watchdog, is not your primary objective.  Reporting scandal and being a media star trumps all.

Please let us know your thoughts –


Ethics – Moving through the Yellow Light


The stop and go of urban traffic can be challenging.  Just when you think the trip is smooth sailing, the next intersection light turns yellow.  We’ve all passed through a yellow light (some of us, as it was turning red).  Technically, the yellow light is somewhat more than slow down – it is an indication to stop.  According to Colorado Revised Statutes Title 42 Vehicles and Traffic § 42-4-604:

Vehicular traffic facing a steady circular yellow or yellow arrow signal is thereby warned that the related green movement is being terminated or that a red indication will be exhibited immediately thereafter.

Everyone has a different approach to yellow lights.  What makes matters more confusing is that, depending upon circumstances, our approach to yellow lights rarely remains the same.  Light traffic, busy schedules, familiar timing may make us sail through the yellow light without much thought.

Business ethics share some of these same issues.  Financial decisions that are in the grey area – but technically correct – are best decided with consideration and reflection.  True, client pressure, market uncertainty, and deadlines may guide us to rush through the yellow light, but ultimately slowing down and crossing the intersection on the green is the right decision.  In a study by Clouse, Giacalone, Olsen and Patelli (2015), examined individual orientations in terms of moral identity, idealism, integrity, and Machiavellianism and the issue of acceptability of questionable decisions about financial issues.  No surprise, their research found that individual orientation differences may undermine regulations best attempts to improve ethical decision making.

Leadership intuitively knows the nuances of choice by their team members.  What we now need to do is to develop methods to help the team become reflective when moving into the “yellow light” of decision-making. We suggest training that augments the regulatory aspect of ethics training.  Reflective exercises may at first seem a bit too “out there” but have the potential to not only enhance professional decision-making, but also enhance quality of life.  Let us know if you’d like to learn more!



Clouse, M., Giacalone, R. A., Olsen, T. D., & Patelli, L. (2015). Individual Ethical Orientations and the Perceived Acceptability of Questionable Finance Ethics Decisions. Journal of Business Ethics, 144(3), 549-558. doi:10.1007/s10551-015-2798-7

Want to See Expert Conciliation?   Request a Ride Along with Pueblo City Police

At our office, we have the academic credentials:  Masters Negotiated Conflict Resolution from Creighton School of Law and extended mediation training at Northwestern University / Chicago.  However, when it comes to mediation and conciliation skills we do not hold a candle to Pueblo City Police and Officer  Lee Medved.  Last Saturday, we were fortunate to spend an 8 hour shift (that lasted 9 hours) with Officer Medved. Fifteen dispatches.   During that time we witnessed facilitative, evaluative and plenty of transformational mediation and conciliation successfully completed in time critical situations.  Add to the mix of resolution talent :  legal interpretation, computer skills, navigation, appreciation of psychological and sociological issues and an impressive work ethic.

Lesson 1 – Family Dynamics

We mediators have it easy.  Our negotiations are somewhat controlled in a formal mediation session.  Not so when arriving on the scene of a child custody case.  The mediation environment is far from a formal conference room .  Our 12th  call occured in a three block radius of a quiet residential neighborhood. Mother, children, neighbors and extended family friends were on the scene to provide emotional input.  Added to the turmoil was a dog-eared court document which was the key to how the situation would play out.  The call was initiated by the mother who was the court-appointed custodian.  The situation was a father (a registered sex offender) that had taken the daughters shopping for a birthday presents without the mother’s knowledge.  De-escalation of an emotional issue was the first action.  Respecting the parties’ right to have their say is not always easy or effective in a heightened emotional setting.  Officer Medved was thorough in his review of the court document (using a combination of street lights and flashlight to read).  He explained the stipulations to a group and gently requested family friends to allow discussion to remain between he and the parties.  The ultimate outcome was conciliation.  Officer Medved connected with daughters with compassion and explained the implications of not returning to their mother.  The daughters returned to their mother and all parties understand the next step will play out in next month’s court hearing.

More to Come

This was one of 13 calls.  Next week we’ll tell you about our witness to how an expert creates dialogue with a potential suicide case.  These men and women meet critical challenges every day of the year.  We are humbled and forever grateful.  And for all our conflict resolution friends, we strongly recommend a police ride along.

Finally – Enabling Ethics

This is interesting.  We’ve been asked to help review a new course offering 1 credit hour business ethics.  We thought we had seen the full range of ethics courses until we visited with the authors.  The course is designed for business students enrolled in business education at a mid-western university.  The first difference that stands out is that the target student population is not senior or graduate – but freshmen.  This is a big difference and a difference that may change the effectiveness of ethics education in U.S. business curriculum.

The course is one semester but will probably be expanded to a two part / two semester program.  The reason is important.  Course objectives first address ethical perception.  The second focus is improving decision making skills.  This is not unlike the ethics courses we all took our senior year or on-going ethic’s training for our business.

What is different is the quality of the learning tool for building future leaders and their influence on the personality of the organization.  Meditative management is taught as a tool in leadership decision making.  This should not seem so revolutionary but it may be what is needed to prepare a new group of business leaders to embrace ethics as a way of life – not a regulatory compliance hurdle.

Emotional intelligence is certainly a buzz word / concept that has graced business literature for the past decade. We are timid in supporting the reissue but are intrigued with course components that include meditation and journaling.  Every business executive could benefit from self-reflective practices.

From Lowney’s  (2003) heroic leadership model based on the Jesuit concept of discernment to the Hopi Indian understanding of human connectedness, trust and genuine care for society as a whole will always be important.

Our enthusiasm for ethics education has been rekindled!

Lowney, C. (2003).  Heroic Leadership: Best Practices from a 450 Year Old Company that Changed the World.  Chicago: Loyola Press

Developing an Employee

When Do You Know Your Employee will never be an Asset?

We have done everything to help a new (3 years) employee fit in and grow professionally as our office manager.  We’ve provided professional education and certification, sent her to San Diego for industry training (paid for flights, meals and accommodation for her and her sister).  We try to include her in office social events and pay salary during time away for university finals week, Easter, July 4th, Thanksgiving and Christmas. Elementary projects that take time are met with multiple questions of the partners and willingness to either forego or hand off to one of the partners.   The zinger came this week when she told us she does not return coffee cups to the coffee area because of “boundary issues”.  It appears to me she does not aspire to be a part of the office.  The office actually runs smoother when she is away.  We participated in a work environment personalisis test and try to structure her work according to her strengths.

She is a sweet single mother working hard to finish a 4 year degree. She has the potential to be a valuable part of the office but after 3 years she is not where we had hoped.  After writing this – I think I’ve answered my question.

There must be some reason you and your partner have kept her on the payroll.

This is a problem many small offices face.  It is much easier to hire staff than to release staff.  But before you do, we ask you to try one additional approach.  Sometimes young hires lack basic maturity.  In some cases they have come from a home environment that has not fostered a work ethic IQ.  They know they need to show up for work – but not how to embrace the position.  It may also be she expects more from an entry level position.  It may be worth while to create a dialogue based upon your grievance / her grievance and review of your expectations / her expectations. 

Kathleen Bradley (2010) addressed the process of leadership development in law practices.  The process is text book and we see your commitment in the areas of opportunity, flexibility education and recognition.  Areas you may want to review / address are:

* Continuous tracking of employee engagement – transformational leaders may give too much flexibility to the employee neglecting important measurements. Set goals, measurements and track progress.

* Open and effective communication.  Structured office meetings are absolutely essential.  However, do not forget the powerful one-on-one meetings.  Have a topic/agenda and be prepared to listen.

We hope this helps – you have invested considerable time and effort in this young employee.  It may be well worthwhile to incorporate tracking and one-on-one communication before you make the change.  Please keep in touch.  Your problem is shared by many!

 Bradley, Kathleen. (2010). Leadership development: Should your firm invest in growing its leaders? Law Practice, 36(5), 38.

Happy New Year – Let’s Get Serious

Happy New Year – Let’s Get Serious

We have an interesting project for 2017.  ColoradoNDR will be assisting in an ethics project examining the financial industry.  While the basis of the project will be compliance / enforcement research, the outcome (hopefully) will point to character strengths each of us individually need to recommit – with a bit of self-reflection.  We also need to be involved and devote some time to the examination of how federal administration may possibly misuse policy.

Sounds a bit dismal for the eve of out 2017 New Year celebration – but stay with us.  We hope to provide a little hope and understanding in the coming year. Our subject and best example:  Looking back on the past year, in April, 2016, the Department of Labor (DOL) issued new regulations intended to eliminate conflicted advice in the management of retirement investment accounts.  The new regulation proposed by the DOL was several years in the making.  The concept is unquestionably important.  However, the outcome has fostered growth in a fiduciary cottage industry for attorneys.  The conundrum is the vague nature of description and the lack of enforcement by the DOL points to what we believe to be administrative flaws.  Phyllis Borzi, Department of Labor’s architect of the policy has stated that it is up to consumers to enforce the rule through “state contract actions” (ThinkAdviser, May 25, 2016).  One of the more noted Borzi quotes is that she, as DOL Fiduciary Rule architect, has indicated that she is “deputizing you all to monitor what is going on in the advice community” (ibid).  We don’t think this is wrong, we simply wonder if commerce and government should step back and determine if ethical decision making should be structural (legislative) or cultural (leadership review).  Long story short, we’ll be heading out on the leadership / corporate audit trail this spring. 

We wanted to end with a good / not so good example of where we are heading.  One of the better examples of doing right for the wrong reasons came to us in a story from the latest Rotarian magazine (Bures, 2016. The Rotarian. vol. 195 no. 7).  Those of you who are not Rotarians, the organization and magazine is assumed to be exemplary in business ethics.  The topic was learning ethics in prison.  The story told the tale of a founder of a health care organization (a Rotarian member).  The story’s subject was told by his boss to “do something to the books to get the numbers where they need to be” (2016, p. 40) and that is exactly what the individual and his colleagues did.

While the action was wrong, the part of the story that caught our attention was the lack of reflection or remorse in damage to their customers and clients.  The story lauded the individual’s action in securing a criminal attorney, surrendering himself, taking on basic lawn mowing jobs to make ends meet and finally writing a book.  The message from the individual was that he was weak and did not stand up to his boss.  Not an excuse but an indication of the impact of leadership behavior on the team.

As we begin this interesting policy project – we would like to remind everyone that:

  • If you are a leader – define your character (and your business) and lead ethically
  • If you are an employee – be selective in the companies and individuals you work for
  • If you are a client – be sensitive to character flaws of the organizations you use
  • And if you are a parent/mentor/employer – lead by example.

We’ll keep you posted on the policy research!  Wishing you and yours a healthy, safe and ethically sound 2017!


Napach, B. (2016). DOL Will Rely on Consumers, Advisors to Help Enforce Fiduciary Rule: Borzi. Retrieved December 30, 2016, from http://www.thinkadvisor.com/2016/05/25/dol-will-rely-on-consumers-advisors-to-help-enforc

Varnavides, G. (2011). The flawed state of broker-dealer regulation and the case for an authentic federal fiduciary standard for broker-dealers. Fordham Journal of Corporate & Financial Law, 16(1), 203-225.

Leadership – How do you teach determination?

We had an interesting question last week about how to teach self-determination to employees wanting to advance. Sitting down with one employer the questions asked were aimed more at “how do I teach/make this employee take responsibility?” This is not a one size fits all – we think the two queries are miles apart.
Self Determination: self-de·ter·mi·na·tion
noun: self-determination
• The process by which an individual determines their own objectives and goals and is able to actively work towards these objectives.
• The process by which a person controls their own life.

This is good stuff. Okay – we hear you. We are ready to help with topics such as control, respect, trust, opportunities for training, image workshops, etc. “Whoa” says our director, we want employees to respect the company and work hard for the firm.

Two different objectives – but one that can certainly be solved by giving management the potential opportunity to enhance leadership skills. The outcome = determination. Be warned, not every employee in line for management is a candidate for mentorship training. There are some real stinkers out there! However, acknowledging the diverse potential in employees and identifying strengths they (and your company) can build on is the ultimate objective.

We’ve got four basic steps in employee development that will reap tremendous benefits for management’s leadership skills, individual advancement, and the fostering of your department/company. Are you ready?

Identify Your Talent: Be very clear about the department/company goals and objectives. Be much more clear about your employee’s goals and objectives. Three important questions to ask your manager/employee?
1. What do you really want to accomplish?
2. Where do you see yourself in this organization in 5 years?
3. On days that you are happy to be coming to work – what are you excited about?
Do you have a strong team member? If so, take it to the next level.

Education Opportunities: Don’t skimp on this one and most important – allow your talent to help you choose!

Be the Face of the Company: If you have an employee that has the ability to take your message to the community/public, go for it! We see too many business groups (particularly small and privately owned), reluctant to let their brightest talent tell their story. Unbelievable. Make sure your best and brightest are involved in the community (Rotary, United Way, YWCA, etc.)

Let Your Talent Plan Their Future. This is the last stage and should not be entered into lightly. Succession planning is a huge issue for structural planning, be it small business or inter-departmental planning.

What are your issues? Send us a comment!

POA – Not Just for Aging Relatives

POA – Not Just for Elderly.
• Eileen Beal
• By Eileen Beal
From Benjamin Rose Institute on Aging
January 6, 2015
We’d like to give a shout out to Eileen Beal on her recent article about Power of Attorney. Beal gave excellent direction as to the when, why and how to effect a POA for aging parent. We would like to expand her coverage to loved ones who have dimished mental capacity though issues of depression.

Our focus is based on life experience in with our office family. According to Depression Facts: Depression affects approximately 14.8 million American adults, or about 6.7 percent of the U.S. population age 18 and older in a given year. Persistent depressive disorder, or PDD, (formerly called dysthymia) is a form of depression that usually continues for at least two years.
For those of us struggling to help siblings, cousins, children with this disease – the issues seem shrouded in humiliation and discount. This is where Beal lends valuable hand in focus and direction.
Print this out, and put it on your refrigerator. Next step – read and follow! Thank you Eileen Beal!
When Should You Get Power of Attorney For a Parent?
Multiple types of agreements cover healthcare, finances and more
• By Eileen Beal
• By Eileen Beal
From Benjamin Rose Institute on Aging
January 6, 2015

Credit: Thinkstock
Editor’s note: This is the sixth in the Next Avenue “When Should You…” series on aging milestones for parents or loved ones. With our partners at the Benjamin Rose Institute on Aging, we will address common caregiving concerns.

Caregiving isn’t just about taking care of your loved one’s physical health. The deeper you get into the caregiving role, the more that realization hits you.

If your parent suffers from dementia or another degenerative condition, you might be preparing yourself to cope with the effects on both body and mind.

In the event your parent becomes incapacitated, are you prepared to step into a decision-making role? Do you know where essential documents are? Do you know what his or her care preferences are? What are your parent’s thoughts on end-of-life care or life support?

(MORE: 6 Ways Sibs Can Pull Together for Mom and Dad)

These are key topics to discuss with your parents while they’e able to participate in the discussion and make their preferences known.

Probably the most important subject is designating a power of attorney before your parents become incompetent.

How To Make A POA Agreement

Power of attorney (POA) is a formal agreement between the person who needs the agreement (“grantor”) and the person (“agent”) designated to act on the grantor’s behalf and in his or her best interests.

(MORE: How to Prepare to Become Your Parents’ Caregiver)

If there are complicated financial holdings, encourage your parents to meet with their attorney. However, you don’t need a lawyer to create the agreement, especially when there’s not a lot of money or property involved, explains senior care expert Bert Rahl, director of mental health services at Benjamin Rose Institute on Aging.

And while POA forms can be downloaded from the Internet, a handwritten list of the agent’s responsibilities signed by the grantor is sufficient. However, to turn the agreement into a legal document, some states require that the form be signed by witnesses and notarized.

The best place for that, says Rahl, is “where the grantor banks, because most banks have notaries.”

Cover All Bases

Rahl stresses that the POA must be created when the grantor is totally competent because “if or when competency comes into question there’s the possibility that the legality of the POA comes into question, too.”

(MORE: Why Caregivers Need to Plan for the Worst)

Your loved one may (and probably will) need to create more than one power of attorney, including:

1. Power of Attorney for Health Care, which grants you (as the designated agent) the right to make all health care decisions for your parent when he or she is unable to do so. This document should be shared with your parent’s primary care physician and, if he or she is admitted to a hospital, included in his or her hospital records.

2. Limited Power of Attorney, which grants you limited powers and/or time to act in a specific situation. For example, a Limited POA might enable you to sell your father’s lifelong collection of baseball cards or manage your mother’s move from her current home to an assisted living community. The Limited POA expires when the task is completed or the timeframe ends, whichever comes first.

3. Financial Power of Attorney, which grants you access to and management of financial accounts and resources specifically listed in the POA. Some Financial POAs divvy up responsibilities, giving one individual access to accounts used for bill paying and another person management of stock and investment accounts.

4. Durable Power of Attorney, which grants you the right to manage all aspects of your parent’s life and finances, and health care, where specified. It goes into effect when signed and stays in effect until your parent cancels it or dies.

5. Springing Power of Attorney, which “springs” into action in case of an emergency in which your parent becomes incapacitated and unable to speak for himself or herself. When (or if) the crisis is over and he or she is able to speak for himself or herself, the POA ceases to be in effect.

Stay On Top Of The Documents

If you go the POA route, Rahl suggests making copies of all the documents involved and storing them in a safe, easily accessible place. These documents might include:

1. Title/ownership documents (deeds, stock certificates, loan papers, car title, etc.)

2. Contracts and other legally binding agreements

3. Legal documents (birth/adoption certificates, marriage certificates, wills, other/situational powers of attorney)

4. Bank records that show ownership and how accounts are held (statements, passbooks, CDs, safety deposit box information, etc.)

5. List of major assets (real estate, financial accounts, stocks, cash, jewelry, insurance, pre-paid funeral arrangements, etc.)

6. List of outstanding debts (with supporting materials if available)

7. Living will/advanced directives

8. Names and numbers of doctors, attorneys, accountants, etc.

The Art of Saying “No”

We’ve had several questions about how to say “no” at work. It’s usually not an easy – but almost always important task. We’d like to take a few moments to look are the reasons behind the need to say no to taking on an additional workload or task.

Why you should say no –

  1. No win situation. You simply don’t have the time/expertise/desire to deliver an outcome you can be proud.
  2. You are being manipulated. Somewhere along the line you have had a sense of obligation created. It could have been a birthday recognition, compliment or past favor. If you cannot or do not want to take on additional task for very valid reasons – decline!
  3. You have been placed in the role of “he/she who should be asked”   It’s become apparent that you are the “go to” person for the boss or supervisor to depend on for last minute tasks. Don’t like the role? Learn to say no.
  4. Time required would compromise your production.   Four words that have the ability to cause resentment and reduced production:   “Would you do me a favor?” If time permits – no problem. However, don’t grant a favor at your own expense.
  5. You simply do not want to take on the task. You may have time, you may have the expertise but you simply do not have the desire. Politically, professionally or ethically, you do not want to accept the request. Be true to yourself, you will never regret the decision.

How you should say no –


True conviction never has a problem with providing the sincerity we need to say no. Long winded explanations smack of lack of confidence. Resist the temptation to soften the decline with self-depreciation (I am weak in that area / I haven’t been in the department that long / I don’t want to let you down…) It gives the requester the opportunity to use real or manufactured flattery to change your mind.

Short term you may not generate friendships – but you will generate respect. Going forward, colleagues will appreciate your time and performance. They will know that when you take on an additional task it will be because you have the commitment, expertise and desire to deliver.

The Yin Yang of Corporate Culture – Look for Bliss Not Utopia

It’s Yin Yang – Not Utopia

When the topic is culture development in the business setting, owners, CEOs and directors often feel a sense of urgency to create a work place utopia where every employee is happy, energized and enthused every minute of every day.  That is just not reality.

Ron Friedman had a valuable piece in the Harvard Business Review in March 2015 that speaks to the realities of a successful office environment. In our practice, we sometimes talk about the quality of yin yang environment where the objective is balance more than bliss.  Friedman’s article uncovers the reasons why, when he dispels 5 myths of optimum corporate culture:

Myth 1: Everyone Is Incessantly Happy. Instead of espousing positivity at all costs, leaders are better off recognizing that top performance requires a healthy balance of positive and negative emotions. Pressuring employees to suppress negative emotions is a recipe for alienation, not engagement.

Our belief is that the office is a valuable training ground for seeking and learning balance in our lives.  America’s workforce spends more time “on site” than in the waking home environment.  Learning balance at work has the ability to teach life lessons of balance.  Our message is that life should be experienced – not endured.

Myth 2: Conflict Is RareMost workplace disagreements fall into one of two categories: relationship conflicts, which involve personality clashes or differences in values, and task conflicts, which center on how work is performed. Studies indicate that while relationship conflicts are indeed detrimental, task conflicts produce better decisions and stronger financial outcomes.

We ask employees two important questions in conflict resolution: is there a quality in your business adversary you rely on / respect, and do you see possible reasons your adversary has the noted mindset. Both questions may bring and “ah ha” reflection. If so, dialogue (that accommodates conflicting views) can produce some very stunning results!

Myth 3: Mistakes Are Few:  Paradoxically, fostering top workplace performance requires a new way of looking at failure. Instead of treating mistakes as a negative consequence to be avoided at all costs (thereby making employees reluctant to acknowledge them), organizations are better off making improvement rather than perfection a primary objective.

Careless mistakes are never excusable. But, legitimate mistakes are. More importantly, legitimate mistakes are often valuable road signs for weak areas of administration. It sounds almost counter intuitive – however sleuthing sources of problems / mistakes in a dynamic organization should be embraced.

Myth 4: They Hire for Cultural Fit. Exposing people to different viewpoints can generate more value than ensuring that they gel.

Global economies do not foster a static environment. We remember in the not so distant past when IBM prided its blue suit/white male/business educated workforce. If hiring for a cultural fit if it means adoption of a lifestyle outside your talent base you can expect corporate catastrophe. What we do suggest is that each talent is allowed their own sense of belonging – it’s that easy.

Myth 5: Their Offices Are Full of Fun Things. To thrive at work, employees don’t require luxuries. What they need are experiences that fulfill their basic, human needs.

Another question we ask employees: when did you last have fun with your work team? Oddly enough, it’s not the rope course or the corporate team rally. Pinball machines in the foyer does not make the team. We like Friedman’s focus on fulfilling basic, human needs. Foster employee successes, allow meaningful failures, recognize individuals and ……. Listen.

Thanks, Ron Friedman, Harvard Business Review https://hbr.org/2015/03/5-myths-of-great-workplaces