This topic should feature on leadership team, executive team and board agendas as part of decent risk and governance; but often it doesn’t go beyond the platitudes. If we are to have ethical organisations, we need to do more than that. We need to prepare to deep dive and then be prepared for what we might find when we get there.
Rather than spend a reasonable amount of time addressing fears and concerns …
Leaders avoid the fears and concerns that arise during period of immense change and then spend an unreasonable amount of time addressing the problematic behaviour that always follows. Brene says “we don’t peel the onion to look at what is driving the behaviour”.
No matter how much you try, change periods are still tough. Even in scenarios where there are no layoffs, it’s difficult to quell people’s fear about the unknown. However, if you take the right approach to change management, focusing on open and honest communication, while also preparing yourself for the bumpy road ahead, you should be able to keep productivity at normal levels even as the organisation weathers significant change.
Beyond those definitions though, I think the most helpful way to articulate values is in a hierarchy. In what order do the values fall? Let’s say an employee has to make a decision to either provide great customer service or save the company money at all costs. These values can (and usually are) in conflict. So which one does the employee choose?
When we believe we’re the sole architects of our success, we tend to be ruder, more selfish, and more likely to interrupt others. This is especially true in the face of setbacks and criticism.
It’s a simple enough question, with an answer that we can probably all relate to. You know how it feels when someone is rude to you, whether that is in the workplace or more broadly in life.
By spread, I mean that we take on the emotions of other people. So Negative Nellie leaves a trail that then “infects” her workmates. The boss casts a pall all over the office, almost like a sneeze.