You may have read about the highly publicised court case in South Australia where Harris Real Estate and agent Arabella Hooper were ordered by the court to pay $750,000 in damages. The judgment cited that after leaving Toop & Toop for Harris Real Estate, Hooper used data to develop business using data taken from her former employer.
It’s refreshing to see that the courts are now taking data theft seriously, but if you find yourself overly concerned with this, ask yourself, is data theft a disease, or is it merely a symptom?
Sure, data theft is serious, but there could be some underlying issue that is more serious.
To illustrate, think about this environment:
Many years ago, I visited an agency and noticed a dot matrix printer (I said this is was many years ago!) that periodically burst into life and printed a quick line then stopped. A few minutes later it did the same thing. It did this for the entire time I was at this office. I asked the leader what this printer was doing. I was told that it recorded every outgoing call, “So we can check on who the staff is calling”.
This air of suspicion pervaded the whole agency. Later, I conducted a sales meeting with the team and asked a salesperson, “What do you have cooking?” I was asking him about the sales he was working on. He replied, “I’m not telling you!” When I questioned him further, he said he didn’t want “the others” (not colleagues!) to know what he was working on.
Suspicious leaders, suspicious team. The culture of distrust thrived in this agency and the culture was determined by the agency leadership.
Now let me ask you a question: would you be surprised if any person from this team left and stole data?
For some leaders, data theft is not a concern. They are careful with the selection, induction, training and monitoring of their salespeople. They jump on unacceptable behaviour as soon it’s detected, never allowing bad behaviour to become permanently embedded into their agencies’ culture.
I believe that data theft is a symptom of a poor culture.
Data theft should not be as big a concern for leaders as poor culture.
Agencies that have an ‘us versus them’ mentality, who have salespeople who gang up on the leader, who refuse to do the right actions or who leave and steal data, didn’t suddenly become that way – they were part of a culture that allowed this behaviour to flourish.
Don’t let that environment become your environment.