AMP has found itself in hot water after including a clause in new employment contracts that would allow constant video monitoring of staff working from home.
Staff were apparently given just one week to sign them.
After public backlash, AMP claimed they “never intended” to monitor anyone. But let’s be honest: if it’s in the contract, people are right to be concerned.
Whether it was a genuine policy, a poorly thought-out clause, or just a shocking misstep, the message it sends is clear:
❌ We don’t trust you.
This isn’t leadership. It’s old school command-and-control, fear-based management.
And it never ends well.
The best managers I know don’t hover over their staff – literally or figuratively. They build trust. They give clear direction. They care more about outcomes than optics. And they talk to their team, rather than tightening the screws behind closed doors.
One of my best-ever staff members – now a successful leader – once sat in a workshop I ran for a group of financial advisers. She was the youngest person in the room by a couple of decades. I asked the room, “What is culture?”
Back came the textbook and corporate-speak answers. Her answer?
🗣 “Culture is what happens when the boss is away.”
Still my favourite definition. It nails it.
To whoever is in the AMP leadership group right now, please ask yourselves:
❔ What kind of culture do we want?
❔ Is this the way to build it?
I get where these kinds of “initiatives” come from. I’ve seen plenty over my 40+ years spent in the working world. They’re usually born from fear, especially when results aren’t great.
And maybe AMP is genuinely grappling with that. Maybe there are real issues. Only they know what’s going on behind the scenes.
But this approach? It’s head-shakingly bad … if the reports are accurate.
When results aren’t where they should be, or if someone’s underperforming, a good leader starts with curiosity – not surveillance software.
When culture is struggling, leadership sets the tone – not legal clauses.
Before rolling out a new policy, it’s good to ask:
👉 What problem are we actually trying to solve?
👉 What does this say about how we see, and treat, our people?
👉 Would I feel respected – or resentful – working under this rule?
I feel a tinge of sadness about all this. I was employed at AMP Investments in the 1990s. It was truly one of the best places I’ve ever worked, with someone at the helm who was an inspirational leader. I used to proudly say, “I work at AMP.”
The fall from grace, the brand damage, over the past 20+ years is staggering. (Witness the share price.)
But it’s not too late, AMP.
With the right leadership, the right culture, and the right intent – it can be turned around.
Because in the end … good leaders don’t need cameras, to see their team clearly.
👇
Keen to be the kind of boss who develops trust, motivates their people, and builds a fabulous culture?
I can help – let’s talk 📞
