Nevertheless, the unemployment rate in New York and New Jersey has risen to levels not seen in almost two decades. In New York City, employment has typically recovered more than a year later than the recovery of national employment and has, in the past, been led by a recovery of Wall Street employment. Although Upstate New York has seen little overall job growth for the past several decades, job losses in this downturn were not as severe as losses for the nation, in part, because the upstate metro areas did not experience a boom-and-bust housing cycle. In addition, Puerto Rico, which is also part of our District, has experienced a considerably longer and deeper downturn than the mainland or this region. Before I continue, it is important to explain the integral role of the Federal Reserve System in regional economies across the country. One of our key responsibilities here at the Federal Reserve Bank of New York is to connect the Federal Reserve System to Main Street across our District. Real activity takes place on Main Street in the form of the millions of decisions made every day by households and businesses around the country. When we talk to them, we learn how firms and consumers are experiencing the economy. That essential insight from Main Street informs the policy decisions that we make in pursuit of our goals of stable prices, full employment and financial stability.
But we have so much to learn from experts in other fields. Strengths as Blind Spots One of the most important lessons I’ve learned as a CEO is that there’s no fixed endpoint when it comes to shaping an organization’s culture. You can never take a step back and say, “We’ve finished the culture project. Well done! Now it’s time to focus our efforts elsewhere.” Culture is constantly evolving, and therefore needs to be constantly nurtured. One of the most challenging elements is that there’s no clear benchmark for success. And sometimes your greatest strengths can become your blind spots. As an organization with a public mission and regulatory responsibilities, the Fed needs to have a particular focus on compliance. But cultures with a heavy focus on compliance can breed a sense that individuals aren’t responsible for their actions. As a CEO, I’ve tackled these issues by focusing on principles and values rather than writing extensive policies that try to cover every potential decision. This puts a premium on individual accountability to do what’s right and creating an environment where everyone has the ability and responsibility to speak up. Somewhat paradoxically, focusing on principled decision making and accountability, rather than relying exclusively on rules and policies, can be the most effective safeguard against wrongdoing and unethical behavior. What’s the Way Forward? Creating a positive work culture is challenging and ongoing work. And there’s no silver bullet that can solve cultural problems overnight.