HRZone recently published a comment on the BBC’s publication of its workplace evaluation.
Every week, we hear about organisations that are doing a culture assessment, or have been exposed for toxic cultures – whether they be sexist, racism, ageists, bullying, unethical or corrupt.
Why do we see so many examples of poor work culture?
People have accepted poor workplace cultures as “just the way they are” or have been afraid to speak up.
The workplace is changing, particularly with the influx of younger generations. Employee expectations are higher, but many organizations still have to catch up with the acceptable behaviours and working methods that their employees consider acceptable.
These bad culture stories often revolve around missed opportunities for dialogue and action that could have prevented seeds from growing.
Inertia is the key to inertia, which leads to toxic substances taking root and normalising themselves.
What are the responsibilities and roles of business leaders?
If you are a non-executive or executive director, you have to do 10 things or make sure that they are done in order to maintain a healthy culture.
1. Describe the behaviors you would like to see in your workplace (and those that you don’t).
Be sure to document and understand a simple description of acceptable behavior.
The majority of organisations have some sort of a policy in place, but the depth and usefulness of this policy varies greatly. It’s not enough to put it on your intranet!
2. Leaders and managers should be trained to recognize and address unacceptable behaviour.
The quality of approaches available in this area has also dramatically improved. While some organisations provide weeks of intensive induction, immersion and learning about values and principles while others offer short online programmes. Dialog is essential to elucidate nuances, grey areas and ambiguities in understanding and assumptions. Do not ‘tick boxes’.
3. Call out bad behaviour to make people feel secure
Employees need to be able to speak up about poor behavior and know that they will not be blamed, but rather thanked. In everyday conversations, such issues can be raised by giving feedback or raising awareness about someone’s impact. Make sure that the whistleblowing process is easy to use, transparent and confidential.
4. Model the desired behaviors in your communication and how you work with others
Leaders are the ones who have the most influence on culture. You, therefore, set the standard. Set high standards, and encourage others to tell you if they think you can do better. Tell them how to best approach it.
5. Follow your instincts and gather data
Anonymous surveys can provide valuable data to identify problems and their locations. Use your emotional intelligence in order to transform them into rational thinking. Remember to do further research to confirm if you gut feeling was right.
6. Listen to the answers and ask open questions
Even one person who expresses concern or behaves in an unusual way should make you curious. Stay open-minded and curious. Avoid making assumptions or rationalizing things.
7. Now that you have identified a problem, determine how to address it
Speak to your HR specialist if you’ve not already. I’ve found that highly experienced and competent HR professionals know the rules, and have dealt before with these issues.
This is not the equivalent of outsourcing HR responsibility. Why? You will miss out on the chance to learn about and embed your desired cultural values through your behavior. HR’s job is to empower you to be a confident leader and take on responsibility.
It may be difficult to talk to someone who you’ve known for many years or even a close family member.
You have a plan in place with HR, but you are still worried about it. What if they freak out when you raise your concern? What if the person blames or accuses others? Or me? What if our facts are wrong? What if the other side hires their own attorney to present their case?
All of these things could happen. You cannot control what other people feel, think or act. You can only control what you think, feel and do in relation with your values and principles. It is unhealthy to do nothing, for yourself or your culture. Continue to move forward.
Nobody said it would be simple or tidy. As a leader you must take this part seriously. This is where your money will be earned. You are responsible for ensuring the best outcome.
8. Conversations that go the distance
Focus on the values and principles of your organisation. Avoid any character insults or judgements and focus on the behaviour and impact. Follow the agreed process and take the agreed actions.
9. Support if you need it
It is difficult to change habits and behaviours. Often, it requires work on the mental level in order to remove blind spots, biases and beliefs. Ask yourself if your behaviour is changing in the way you need it to.
10. Close down the project and complete it
Document any results and your next steps. Reflect and record what you have learned. Sharing positive stories about addressing bad behaviour is important to instill confidence in others. Share stories of how you changed your behaviour after receiving feedback.
Toxic substances are caused by inertia
Inertia is the key to infecting and normalising toxicity.
These 10 steps can help you maintain a healthy organisational culture and keep it out of the media.
This road map, created by Culture Pioneers and Pecan Partnership outlines a framework to change your workplace culture within 100 days.
Culture Pioneers, a campaign powered by HRZone, is proudly a part of the HRZone family. We’re on a mission both to support organisations that are driving culture change and to commend those individuals who are challenging the status-quo in the workplace.
Our campaign offers expert advice and insight, while celebrating the workplace cultures that have a real impact on business. Businesses that are successful don’t simply adapt, they shape the future.
