I ask this question of nearly every Human Resources professional I encounter. Unfortunately, the answers I have received thus far confirm the fact that not much is being done to deal with a disease that penetrates even the most impenetrable ivory towers or C-Suites. Why not? Why aren’t we talking about a disease that is costing American businesses billions of dollars? I’m certain there are thousands of reasons, but I’m going to focus on just five.
1. C-Level Execs are often Viewed as Untouchable – Not every HR professional has permission to voice his/her observations about the top leader’s behavior to the top leader. I hear HR leaders say things like: “HR sits at the table,” “HR is a strategic partner to the CEO,” or “our CEO considers HR to be a key adviser.” And they are probably right on in many instances. But what if the CEO is an addict or an alcoholic? How prepared is the average HR leader to address a topic that is so deeply private and personal to the human being sitting in the corner office? From my experience, most HR leaders admit they are hesitant to broach the subject and would prefer to bring in an outside resource (like an executive recovery coach) who can help the CEO identify with his/her condition in a safe, confidential context.
2. Denial – Addiction/alcoholism is a tricky disease, and its hallmark is denial. Sometimes, those who interact with the afflicted leader deny what’s happening without even realizing it. Remember, addiction is cunning, powerful and baffling, and leaders with an addiction can be masters of disguise and manipulation. After witnessing erratic behavior in the C-Suite, have you caught yourself thinking, “did that just happen?’, or “it’s not that bad,” or “I’m sure that won’t happen again,” or “he said it was an isolated incident.” These thoughts could mean you are building a wall of denial by gradually tolerating intolerable behavior. If you happen to be someone who grew up with the disease of alcoholism/addiction, then you may be even more likely to engage in the dance of denial…without even knowing it!
3. Lack of Understanding of the Disease of Addiction & Codependency – Unless you have had specific training or have participated in the recovery of someone close (like attending family sessions while a loved one is in a treatment program), you likely have little understanding of the disease of alcoholism/addiction and its effects on those around the addict. Studies have shown that people drawn to many of the helping professions (and I consider HR a helping profession) can demonstrate codependent behaviors such as: taking responsibility for others’ actions, covering up to protect others from experiencing the consequences of their poor choices, trying to solve someone else’s problems, or trying to change someone, and the list goes on. If the people surrounding the addicted executive have untreated codependency, can you begin to see how addressing the issue becomes an even greater challenge? How can you gain this knowledge? There are many sources of information on addiction, codependency and recovery that can be found online and from practitioners in the addictions industry (therapists, counselors, coaches, interventionists, treatment facilities, etc.)
4. Lack of Familiarity with Specialized Resources for Executives – Many corporations have Employee Assistance Programs that address employee mental health or substance use issues. But how apt is the CEO to call an 800 number to discuss his/her desire for help with a voice on the other end of the phone? Not likely. And what if the CEO is in denial of his/her addiction, or is aware of it but unwilling to address it? Again, the corporate HR leader will need to rely on outside help from someone trained in executive interventions or even an executive recovery coach. Once the CEO has agreed to address his/her addiction, there are treatment facilities specifically designed to allow high accountability professionals to begin the recovery process without completely abandoning their leadership role. What about when they return to their position after treatment? It’s important to align the executive with a recovery coach with experience helping an executive re-assimilate to his/her leadership role.
5. Fear of the Unknown – When HR (or any leader for that matter) decides to address the executive addict/alcoholic, there is likely a great fear of the unknown consequences. How will the CEO react? How will this impact my relationship with the CEO? Will I lose my job? Fear can paralyze even the most courageous HR person. A wise person once said “FEAR stands for False Evidence Appearing Real.” Building an understanding of the disease of addiction and its effect on you (both past and present) is a step toward creating confidence and diminishing fear around addressing the real issue at hand. Not sure where to start? There are many highly trained counselors and therapists who can aid in uncovering what may be blocking you from addressing the disease of addiction.
I hope this discussion spurs some thoughts among the HR profession about how we can carry the message of recovery to executives who are suffering from a disease that wants them alone and whose positions guarantee isolation.
So I’ll ask again, how are you addressing addiction in the C-Suite? Would you like to explore more about how this topic relates to YOU? I’d really like to hear from you!