Look, we’ve always had this issue in the eDiscovery space, in order to put data on hold, and collect it as part of a lawsuit, someone has to be able to access all of it. That means there has to be an account somewhere with unlimited access to both search, and collect, tons of data from your environment, as necessary.
As important as having the ability to do that when faced with litigation, there is also the danger inherent in having an account, and tools, with that level of access.
Recently, I wrote quite a bit about the misconception that younger employees are automatically more technically qualified when it comes to understanding things like electronic discovery. As I said at the time, The ability to use an iPhone has nothing to do with knowing how to create a data-map, a deep understanding of PST files,…
Recently I was logged in to a webinar and one of the presenters starting talking about his company’s long history of going above and beyond. Things like driving all night with hardware in the trunk of their car, or the countless all-nighters people have pulled to write scripts or deal with ridiculous deadlines and tough…
The one that gives me pause is the last bullet, but not because leaders shouldn’t have that knowledge, but more because human nature tells me that is the one most likely to be misused and create really uncomfortable situations. There’s a very fine line between being aware of signs of someone struggling and diagnosis. I absolutely do not want anyone in the workplace diagnosing people. Watch out for signs of stress and ways you can support the folks who work for you proactively? Sure. Decide for yourself that they have depression, or should be referred to an Employee Assistance Program? Not so much.
But, here’s the thing I will fully admit when saying this. Avoiding this type of behavior is absolutely something that solid mental health training should be a part of. I’ve heard far too many instances lately where organizations are reading a lot about mental health, and burnout, in the workplace and then dispatch their managers to have conversations with their teams about it, and zero training.
Those conversations are dangerous. You have to enable your leaders to go into those conversations with some education and expertise on the subject Just telling them to go and have the conversations without getting them up to speed on how to do so, creates a situation that is likely to end up with some very alienated employees.