This week’s roundup tracks how leaders handle scrutiny, culture, retention, and risk in a volatile environment. You will see why Citi is backing a top executive during an ongoing investigation, how psychological safety drives innovation, and what happens when a firm tightens non-compete rules during a rough market patch. We also highlight new research on crisis readiness and a governance probe into alleged diversity data manipulation.
Across these stories, one theme stands out. Boards and executives are navigating trust. Clear expectations, transparent processes, and credible follow-through help organizations protect culture, retain talent, and prepare for converging risks while maintaining performance.
Citi stands by wealth head after bullying probe
Citigroup reaffirmed support for wealth management leader Andy Sieg while an external investigation into bullying allegations proceeds. Management pointed to strong business results, strategic simplification, and progress on diversity, with senior leadership now comprising more than 40 percent women. The bank did not announce leadership changes and signaled that Sieg remains a contender for future roles, which suggests confidence in current performance and process. For boards, the case underscores how to balance due process, culture standards, and continuity during sensitive reviews.
Source: AdvisorHub
Leaders urged to cultivate psychological safety
A Forbes leadership feature argues that innovation and candid feedback stall when fear dominates workplace culture. The piece urges executives to model vulnerability, ask direct questions, and reward constructive candor so that issues surface early. Psychological safety is positioned as a performance system rather than a soft benefit because it reduces blind spots and speeds corrective action. Leaders who normalize learning behaviors and clear escalation paths improve both decision quality and resilience.
Source: Forbes
Man Group’s new non-compete rules spark backlash
Man Group introduced stricter non-compete agreements for investment staff amid underperformance and share price pressure. Employees who were accustomed to a more flexible culture were surprised by the shift, and some have begun exploring roles elsewhere. The risk is that retention policies meant to stabilize teams can accelerate attrition if they feel one-sided or poorly timed. Boards should weigh market conditions, communication, and incentives alongside restrictions to avoid talent flight.
Source: Financial Times
McKinsey flags executive lack of readiness for complex crises
A joint McKinsey and World Economic Forum study reports that 84 percent of executives feel unprepared for overlapping shocks that include AI disruption, geopolitics, climate risk, supply chain fragility, and social unrest. The analysis calls for transparent leadership, adaptive cultures, and scenario-based drills that clarify decision rights before pressure spikes. Organizations that invest in cross-functional rehearsals and data-informed playbooks are more likely to execute quickly when risks converge. The message is straightforward. Capability building must keep pace with complexity.
Source: Fortune
Great Portland under scrutiny for diversity data manipulation
Great Portland Estates faces scrutiny after allegations that diversity metrics were altered to influence executive bonus outcomes. A whistleblower claimed HR was asked to revise gender and ethnicity figures, prompting the board’s non-executive directors to commission an independent investigation led by Addleshaw Goddard. The case raises serious ethical, cultural, and compensation-governance questions that extend beyond one reporting cycle. For boards, the priority is to ensure data integrity, audit trails, and incentive plans that reinforce values as well as results.
Source: The Times
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