Months ago, a young man approached me after a speech: “I’m sorry, I’ve been stalking you.”
John (an alias) explained his need to share his response to words I’d written in a blog about the tragic Wells Fargo case: “Too many people wallow in jobs that kill their spirit and rob their souls.”
This week, the fallout continued. Wells Fargo agreed to pay $3 billion over the fake account scandal — on top of the hundreds of millions already paid in fines. The bank’s executives had set unrealistic goals, creating a situation where salespeople felt pressured to cheat over 85,000 customers to reach those goals.
Wells Fargo is the extreme example, but far from being the only, of organizations whose practices erode choice, connection and competence — the three psychological needs required for optimal motivation and thriving.
But corrupt leaders weren’t the only ones who perpetrated fraud: 5,300 people were fired. Many of them succumbed to the dishonest schemes. Individual employees didn’t stand up and say, “I won’t do this.