Social responsibility can refer to social, political, community and healthcare issues, among others, says Vince Crew, founder of REACH Development Services, a strategic growth services firm in Naples. He cautions that taking any of these topics into the workplace can fuel heated

discussions and possibly lawsuits.

In a politically correct climate, it can be difficult to advocate for or against anything except those values, topics and actions that directly affect the company, he says.

"If it has little to do with the products and services you provide, enhancing customer service, or contributing to the growth or profitability of the enterprise, it probably doesn't belong in the workplace," Crew says.

However, rallying around some issues can be good for an organization and the communities it serves.

"If your company is a heavy supporter of a cause-whether it be a school, hospital or cultural institution-let the public, stockholders and your employees know about it," Crew says. "It will make them feel good about buying your products or services and being associated with you."

Any workplace discussion or advocacy of a touchier issue should be authorized by the owner or CEO, who should not only lead by example but also ensure there are no repercussions for employees who do not support it.

Q: Morale is down and people are getting snarky at work. What can be done to improve the situation, and who needs to take the lead?

Making negative remarks, shifting blame, criticizing co-workers and quibbling is "very unprofessional, and if it's not stopped, it becomes a culture and a habit," says Libby Anderson, president of EDA Human Resource Services, a consulting firm in Naples.

"It's the job of the manager to shut it down and communicate that it is not acceptable," she says.

Anderson cites two major issues in this situation: a morale problem and a teamwork problem, and the two are directly related. "You can't have high morale without teamwork, and you can't have teamwork without high morale,"

she says.

Both issues are related to management practices, as they have everything to do with how employees feel about their work and each other, she adds. Therefore, management must analyze both issues and learn whether the prob-

lem is with morale, which is a broad issue, or with a specific employee, manager or circumstance.

Low morale can be caused by a perception of unfairness, poor communication from leadership, micromanagement, or by a lack of resources to do your job, Anderson says. The perception of inequity among job responsibilities also causes teams to break down.

"Address the underlying causes, because your customers will be aware of it," she says. "You can then get back to the ideal level of productivity with your staff."