Job offer many years ago. I had two, one for staff accountant and the other was as accounting manager for a holistic health clinic. The clinic job paid about 40% more and came with a "manager" title. I believed in myself and all that, but who offers someone just out of school with only 2 years of internship and no specialty in field manager level? That kept bugging me. Something just wasn't right. Acting on instinct, I took the other job. Good thing! A few months later, I read that the owner of the clinic (an MD) and his two partners (his wife and the CFO) had all been indicted for numerous counts of fraud. They were cheating the state, they were cheating the church they were affiliated with, they were cheating Medicare and private insurance companies. The IRS was after them it was supposed to be not-for-profit but it turns out they were living large. Not only that, but they hadn't been sending in w/h tax for non-church member paid employees. Then there was the allegation that they were abusing mentally handicapped workers who were related to church members. The church itself tried to distance themselves, but three elders were also on the clinic's Board of Directors. It was nasty and the entire management team ended up with at least some jail time. There was no way anyone who had any access to the records (medical or financial) could have claimed innocence. My job would have included filing false budget and financial statements with the Board, IRS and other agencies. I would have also probably known that they were withholding but not remitting tax from employee checks. Fact is, the poor kid who took the job got 2 years, so I found out. Those in on the medical fraud got even worse and the three principals all got 2-digit sentences. Why did the health clinic close after a few months? A. They were a not-for profit organization. B. not enough information C. They were affiliated with a church. D. They were at fault for multiple cases of fraud by the IRS.
D

Companies, communities, families, clubs, and other clumps of humans all have some inherent social dynamics. At a simple level there are leaders and followers, but in reality the lines are rarely as clear as that. Many leaders, with a common example being some founders, have tremendous vision and imagination, but lack the skills to translate that vision into actionable work. Many followers need structure to their efforts, but are dynamic and creative in the execution. Thus, the social dynamic in organizations needs a little more nuance. This is where traditional management hierarchies break down in companies. You may have your SVPs, then your VPs, then your Senior Directors, then your Directors, and so on, but in reality most successful companies don't observe those hierarchies stringently. In many organizations a junior-level employee who has been there for a while can have as much influence and value, if not more, than a brand new SVP. As such, the dream is that we build organizations with crisp reporting lines but in which all employees feel they have the ability to bring their creativity and ideas to logically influence the scope, work, and culture of the organization. Sadly, this is where many organizations run into trouble. It seems to be the same 'ol story time after time: as the organization grows, the divide between the senior leadership and the folks on the ground widens. Water cooler conversations and bar-side grumblings fuel the fire and resentment, frustrations, and resume-editing often sets in. So much of this is avoidable though. Of course, there will always be frustration in any organization: this is part and parcel of people working together. Nothing will be perfect, and it shouldn't befrustration and conflict can often lead to organizations re-pivoting and taking a new approach. I believe though, that there are a lot of relatively simple things we can do to make organizations feel more engaging. What is the best way to solve the frustrations of the organization A. Bring in mediation to get both sides together B. Split up the organization in to two companies C. not enough information D. Fire those that stand in the way of progress
C

Yes. I had a stress heart attack five years ago. My step-son is a heroin addict. He will be on an opioid agonist for the rest of his life. His behavior mirrored the worst of what addicts do to a family. I was desperate to make a change, and my husband was desperate to save his son's life. That meant having to watch my husband support my step-son as he abused me and my children. Multiple criminal behaviors, many times the police came to the house, two convictions, long-term parole. Watching him threaten to kill me, kill his father, and kill his younger brother and sister. Add to that a very stress job situation with a new boss who decided he needed a new VP, but had no basis to terminate my employment, so instead was determined to make my work life a living hell on earth. So, yep, I had a heart attack. I'm still angry at everything that led up to the heart attack. I'm working really hard on forgiving my husband, forgiving my step-son, and the overwhelming guilt of my children seeing me as an accomplice to their abuse. I found a new job, and then had the pleasure of seeing my former boss fired by the Board of Directors. Since then I find I'm hyper-vigilant in issues of child abuse, worker abuse, addiction, lying and deceit (Trump trigger), and feeling somewhat betrayed by my husband. I honestly think if it had been one of my children doing the abusing, I would have found a way to put my child into long-term rehab. I would not have pretended it wasn't happening, or "not that bad" or other form of denial. As is, I lived through this hell for two years, and a part of me will never forgive for how it all came about. Probably TMI, sorry. Becky Why is Becky now hyper-vigilant about child abuse issues? A. She abused her stepson B. She watched her husband abuse her children. C. not enough information D. She helped her husband abuse her children.
B