wells fargo

Why Auditors Need to be Audited

It is deeply disturbing when those we rely upon to be watchdogs for the rest of us succumb to lying and corruption. It’s even worse when we need them to police our finances—something that too often seems arcane and impenetrable by the average person and requires the expertise only a trained professional can provide.

Wednesday,  the New York Times reported that accounting giant KPMG had fired six employees, including its head of audit practice in the U.S., for getting tipped off about audit inspections. This inappropriate warning gave the accountants time to polish the portion that they learned would be inspected until it was free of errors. According to an editorial in the New York Times, KPMG had failed at earlier inspections. Its 2014 deficiency rate was 54 percent and its 2015 rate was 38 percent. Perhaps the firm had reason to be afraid.  

The organization seems to have handled things properly. KPMG had been tipped off by a whistleblower and had engaged an outside law firm to investigate, then took firm and appropriate action—a series of events that I commend. However, good practices when dealing with a whistleblower doesn’t get KPMG off the hook.

The company has long been under scrutiny for giving the scandal-ridden Wells Fargo and the deeply troubled world governing body for soccer, FIFA, clean bills of health. Whenever I see a company’s employees act out in egregious ways, such as I described yesterday about United, or in my previous coverage of Wells Fargo, I have to wonder what is going on at the top and how bad things are for employees. I can’t state too strongly that people who are employed in psychologically healthy, safe and fair workplaces aren’t given to appalling behavior.

When the head of audits for the entire country is part of this conspiracy, I also have to wonder if he went rogue or if he was just passing on the unethical behaviors of his superiors—or of the industry in general. There have been warnings. Last year U.S. Sen. Elizabeth Warren (D-MA) sent a powerful letter to KPMG bluntly calling into question the quality of their audits of Wells Fargo. If our auditors aren’t minding the store, what are they up to?

In this disinformation era, we need solid accounting—both figurative and literal—to keep us on track. Numbers are in too many cases that only metric we have to measure performance in business. Auditors are supposed to be on the lookout for errors, not facilitating mendacity. It’s true at any time, but particularly now during the Trump administration that auditors need to be audited. Given the role they play in our capitalist system, not doing so could have dire consequences.

Photo credit: Reuters/Mike Blake

Can Wells Fargo’s New Plan Save the Day?

Based on research I have done in workplace dynamics, how employees are assessed is the single biggest determiner of an organization’s culture. Wells Fargo provides a classic case study, validating this assertion.

In my book From Bully to Bull's-Eye I describe how performance management systems can either motivate people to perform to full potential or create toxic environments where people are pitted against each other and or have to resort to unethical and illegal behaviors to meet expectations.

Wells Fargo in rolling out a new plan based on customer experience to replace sales goals, a good step in their initiative to regain the trust of their customers. But to be successful the new plan must be part of an overall initiative.

 The new plan should not be considered a magic bullet, but must be in agreement with everything an organization does, including how it is governed and its structure, decision making, risk management, communication, and intelligence gathering.  All of this determines the outcome of value exchanges with various stakeholders and aligns the company with values, beliefs, principles, purpose, visions and initiatives. 

Based on my experience, if Wells Fargo takes the approach I suggest they will regain the trust of their employees first—who will then become positive ambassadors to regain the trust of their customers. In this I wish them the best of luck.

Actions Speak Louder than Words in Forming Workplace Culture

This article is dead on. Many business leaders think they can lead their companies with words rather than actions – but actions, even the small ones, speak a lot louder than any promises made about customer or employee satisfaction. When a company utilizes ticker-timer on call length, as cited in this NYT article, it has a more substantive impact on the psychology of a workplace than anything the CEO might say about taking the time to truly service clients. These kinds of decisions the things that indicate what an organization truly values – and when what a company’s stated goals are different from the ones in practice, it’s a recipe for potential disaster. And, it now looks like former Wells Fargo CEO John Stumpf is learning that lesson the hard way. 

Photo: John Stumpf testifying before the House Financial Services Committee. Credit: Al Drogo via NYT.

Greed Driving a Culture of Corruption at Wells Fargo

I’ve commented on Wells Fargo in the past. Consequently, I’m not completely surprised by the new information on the fraudulent accounts opened at Wells Fargo. A disturbing trend I’ve noticed in the financial sector is a tendency for companies to push their employees towards unrealistic sales goals – oftentimes leading to some form of illegal activity. The fake accounts opened by bankers on their clients’ dime is a total breach of trust – but I don’t lay the blame solely at the feet of the employees who engaged in this behavior. The culture that encouraged this behavior is rooted in greed and disregard for their customers. Wells Fargo, more than any other of the ‘big banks,’ has been able to maintain a veneer of caring for customers after the financial crisis. However, it turns out that they aren’t any different than their peers in the banking industry – demanding so much of their employees, that many felt they had no choice but to cheat the system. You can get more information on this at The New York Times.

Image: Eric Thayer/Bloomberg via NYT