INTHEBLACK May 2022 - Magazine - Page 38
F E AT U R E
// W O R K P L A C E C U LT U R E
“IF SOMEONE SAYS SOMETHING OFFENSIVE, DRAW
ATTENTION TO IT AND ASK WHETHER IT’S ALIGNED
TO THE VALUES OF THE ORGANISATION – NOT TO
MAKE ANYONE FEEL BAD, BUT TO HELP PEOPLE
UNDERSTAND THAT IS NOT HOW WE BEHAVE.”
MARK LEBUSQUE, LEADERSHIP COACH AND AUTHOR
“We considered what ethical decisionmaking meant to the fund, what simple
questions we need to ask ourselves every
time we make a decision,” Glover says.
Crucially, the fund introduced the “See
something, say something, do something”
concept, which encourages employees to
speak up through one of the nominated
channels.
“This also includes subtle interactions
and observations, witnessing behaviour
that doesn’t align with our values or doesn’t
help members achieve their best financial
position in retirement,” Glover says.
“When faced with those situations,
colleagues are encouraged to respectfully
and constructively use their voice and say
something.”
Glover says the new Culture and
Conduct Framework is part of a broader
38 ITB May 2022
zero-tolerance approach to bad behaviour.
“Proven breaches of behavioural
expectations, such as toxic behaviours,
would result in termination of employment,”
she notes.
THE CHALLENGE OF SPEAKING UP
Of course, in organisations where no
guidance or framework is offered, speaking
up is easier said than done.
According to Mark LeBusque, leadership
coach and author, many employees don’t
pipe up when they witness bad behaviour
– be it bullying, aggression or harassment –
because they are afraid of being next in the
firing line.
The result? Heightened stress, burnout,
high turnover and silos among staff – not
to mention the stifling of innovation and
creative thinking in the workplace.
“At the moment, many people are
thinking, ‘Why would I put my hand up and
speak out when we’re going through
a restructure or right-sizing, so I’ll just look
the other way’,” he says.
As he points out, humans are hardwired to
fit in with others for survival, and this desire
is particularly acute during these uncertain
economic times.
“A big part of it at the moment is the
question of, ‘How do I survive and keep my
job?’,” LeBusque says.
To combat this tendency to conformity,
leaders must model what they expect from
others and shine a light on toxic behaviour.
“We’ve actually got to call it out in the
moment,” LeBusque says.
“If someone says something offensive,
draw attention to it and ask whether it’s
aligned to the values of the organisation
– not to make anyone feel bad, but to help
people understand that is not how we
behave.”
In doing this, leaders allow employees to
witness the impact of their behaviour on
others. It also gives managers the chance
to sit down with staff and define workplace
standards beyond the usual mission
statements, LeBusque notes.
“It could be as simple as saying, our
purpose is to say what needs to be said, with
good intention to make progress, and to
serve the organisation,” he says.
Most importantly of all, it’s time to start
using the f-word (feelings) in the workplace.
“We’ve got to let people know how we
feel about bad behaviour, rather than just
what we think about it,” he says. “God
forbid we actually brought feelings into
the workplace!”
SAFETY AND BELONGING
Getting to Equal 2020: The Hidden Value
of Culture Makers, an international report