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What Does a “Constructive” Response Actually Mean?

For several years I’ve been doing my own informal qualitative research: I usually start training sessions by describing a workplace incivility scenario, the likes of which most everyone in the room would have encountered. I then say, “Raise your hand if you know how you would constructively deal with this situation.” On average, less than 5 per cent of folks raise their hand.

It’s the word constructively that causes them to pause.

Any one of us can recall examples where our response was, well, less than productive. Sometimes things got worse. We may have been left with scars, perhaps reluctant, anxious or fearful to deal with things next time around.

So what does it actually mean to respond constructively when you experience incivility (or, for that matter, any unwelcome behaviour)? Here are key ingredients that go into the mix:

  1. Set a “no scorched earth” goal. Your objective should be to build the relationship rather than damage it. Shape your response accordingly.
  2. Think “addressing,” not “confronting.” The way that we think about a situation has a profound effect on how we approach it. When you think that you need to confront someone, your mind immediately categorizes the situation as adversarial and your whole being goes on battle alert. Rather than telling yourself that you need to confront the person, I recommend thinking in neutral terms such as addressingdiscussing, dialoguingexploring or dealing with.
  3. Express your reaction in a measured way. Tone it down. Conveying your emotions in all their colourful potency will overwhelm the other person and reduce rational thinking. The same is true if you resort to sarcasm.
  4. Choose your words prudently. Words can inadvertently turn a situation from constructive to destructive in a big hurry. The interaction will become charged and you won’t even know why. One word to avoid is but (“I know you may have intended well, BUT…”) as it triggers defensiveness.
  5. Control your body language. You can use the best-selected words, however non-verbal communication that is laden with strong feelings (anger, resentment, hurt, retaliation) will trump all else.
  6. Only the facts, please. Sharing the labels or conclusions you’ve attached to the other person’s motives or personality (“You have zero respect for anyone else’s opinion”) will escalate the situation. Stick to the facts: What would a video camera capture, without the help of a narrator? What would a fly on the wall have seen or heard when the problem occurred?

The new year has just begun. What do you plan to do differently this year to avoid destructive confrontations and benefit from constructive explorations?

________

On a different note: I am thrilled to share the following discount opportunity: On February 16 I will be presenting a webinar on workplace incivility for the Conference Board of Canada (Trust Your Inner Canary: Taming Workplace Incivility.) The Conference Board has graciously extended a 50% discount off the $199 webinar fee to people in my network. If you or a colleague are interested in attending, just let me know and we will provide you with the details ASAP.

As always, contact me anytime.

Three Good Wishes

iStock Snowman and Kids

In January of this year I offered my thoughts on three things to do in 2015. Now, as the world struggles to find answers to exceedingly difficult challenges, please allow me to wholeheartedly extend to you three personal wishes:

  1. A wish for choice. We have the capacity to be good, kind, considerate and thoughtful. We also possess an impulse to be judgmental, unkind, dismissive, and much worse. It’s up to us to make the choice—sometimes dozens of times a day.

    I wish you a year of making good choices.

  1. A wish for effective coating. It’s so easy to take a victim stance—“she did this to me,” “he did it on purpose”—or to get offended because of something that someone said or did. It’s the old Velcro reaction vs. Teflon coating dilemma.

    I wish you a year of non-victimhood, a year of celebrating your generous spirit and extending the benefit of the doubt.

  1. A wish for questioning. In the secret labyrinths of our minds, we all to often have a need to be right, to have unlimited monopoly on who should do or say what, when, and exactly how. But this need to be right robs us of much of the richness that comes with truly observing, listening, paying attention, and being open.

    I wish us all a year of living in the question. A year of humility, curiosity, and an openness to being utterly in the wrong.

Happy holidays and a fantabulous new year!

 

As always, contact me anytime, this year—or next.

 

Ten Mental Barriers to Stepping Up

If you have refrained from taking action to deal with incivility in your workplace, you must have had good reasons to do so. Or at least you persuaded yourself that you did. You spared yourself the effort, thought and courage that would be required to step up to the plate.

We will have a chance to talk about issues similar to this on our Live on Air Q&A Google Hangout on October 22nd. I really hope you will join us for this free event to mark the publication of  Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility (see details below).

Meanwhile, here are the top ten common thoughts that might be preventing you from taking meaningful action. Which of these apply to you?

  1. The behaviour in question isn’t really that serious.
  2. The person (or persons) behaving uncivilly is too powerful for me to take on.
  3. As long as the customer doesn’t see this, no real damage is done.
  4. These problems are too engrained in the culture.
  5. I can’t change this alone.
  6. Things will sort themselves out.
  7. It has always been like this.
  8. This environment is significantly more respectful than my previous workplace. I should be content with what I have.
  9. If I do something, who knows what else might happen.
  10. Doing something about it will demand too much time and effort.

Truth is, in some instances there are indeed reality-based reasons to avoid action. For example, when your own boss is uncivil or senior management sets a bad example. Or when there is no commitment at the top to maintaining a civil organizational culture. But much of the time, the obstacles lie within your own mind and heart.

It’s only human to experience the above Top Ten thoughts and the anxieties, fears and sense of immobilization that they trigger. Avoidance is natural and understandable. But here’s the problem: if you and everyone around you succumb to these thoughts, how will things ever change?

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Sharone.graphic.3

Join Me for a Google Hangout: Let’s Talk Civility! 

I am thoroughly delighted to invite you to join our first-ever Live Google Hangout On Air to celebrate the launch of my book, Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility. I promised a virtual book launch, and here we are!

In this live 30 minute event you will have an opportunity to ask your questions and raise relevant issues. For my part, I will do my best to answer intelligently. To register, click here, or anywhere on the invitation below.

New to Google Hangout? No worries, check out the simple tips right below the invitation.

Here are some things you can do to maximize your experience:

  1. Join forces: Invite your colleagues and friends to attend too—there’s room for everyone. Huddle in the same room or join from different continents. Great changes can happen when more people are in the circle.
  2. Get your questions answered: Send questions in advance—we only have 30 minutes, so make sure you get your issues in. Email your questions directly to me at Sharone@sharonebardavid.com
  3. Catch up later: If you can’t make the live event, make sure to listen to the recording later (we’ll add a link on our News Page).

 

 

Your tips for joining:

1) Already a Google Plus or Gmail member? Simply RSVP here. The event will be added to your calendar and to your event list automatically. When the Hangout goes live, click and join!

2) Not on GooglePlus or Gmail? Sign up for a free Gmail account and click the RSVP link above to join the event.

3) Don’t want to sign up for GooglePlus or Gmail? No problem, use the YouTube link to watch the hangout live. You’ll be able to watch, but unable to participate in the live Q&A, comment or RSVP.

4) Have a question you want answered during the Live Q&A? Send your questions to: sharone@sharonebardavid.com.

5) Still need tech assistance to help RSVP? Send your tech questions to: info@sharonebardavid.com

___________

“Sharone’s book is phenomenal! I am reading every word and almost done–her writing is wise, accessible and well informed. Look forward to the Google Hangout celebration of “trust Your Canary”. ”

— Ellen Cobb, Author of Workplace Bullying, Violence, Harassment, Discrimination and Stress: International Laws, Developments and Resources

___________

“Recently I purchased copies of Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility — for the entire Leadership team of our division. I found the book to be the vade-mecum of workplace incivility! Incivility doesn’t have its place in the workplace, but Trust Your Canary certainly does!”

— Mireille St.Amour, Manager, Credit Services Department, Canadian Tire Bank

Top 7 Excuses We Use to Justify Our Gossip Habits

Let’s talk about gossip. The critical, cutting kind. The type of talk that, if heard by the colleague or manager about whom it is said, would cause him or her to feel upset, hurt, or betrayed.

Here are the top seven ways that people justify this type of gossiping (and shoot themselves in the foot while doing so). Which ones apply to you?

  1. It’s fun! There’s nothing like a bit of gossip to introduce spice, relieve stress and pass the time.
  2. It helps me process things. When I’m frustrated with a colleague or manager it really helps to talk things over with someone I can trust, a confidant. It makes me understand the problem better and get over it. And because I trust this person, I can truly allow myself to let it all out (in other words, be nasty with no restraints).
  3. They deserve it. The person that I’m gossiping about practically asked for it—their behaviour justifies me talking/complaining/gossiping about them.
  4. It’s easier to talk about it than to confront the person. The person who triggered my frustration is so difficult (or defensive, or aggressive) that it is simpler and more constructive to talk about them than to address the matter directly. Talking to that problematic person is futile and might even backfire.
  5. I need confirmation from someone objective. I need to hear that I am correct in my perception and justified in my upset.
  6. I (or we as a group) simply need to vent. I need to release steam or else I will explode. Venting is a healthy, normal and justified activity.
  7. Gossiping helps me to (unconsciously) gain dominance, control, or a strategic advantage. By pulling others into my discussion about the person’s shortcomings I am creating a mini community from which the person that we are talking about is excluded. I gain a position of importance within this group and an advantage over the person who is the subject of the discussion.

Alright, that’s it for the justifications. Are you ready for a strong opinion?

Here’s my take: we can conjure up dozens of justifications for our behaviour but none will change the simple fact that gossip is hurtful to the other person and erodes our own integrity. And dare I also mention that it creates an unpleasant, even poisonous, and certainly less productive work environment.

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News from the TYC book front:

Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility is starting to make its way nicely in the world. Heartfelt thanks to those of you who have purchased it. I was practically in tears last week when, during a session for managers that I facilitated, folks showed up with their copy of the book looking well worn and filled with Post-it notes and other markings.

To celebrate the book’s launch, you’ll all be invited to a Google Hangout sometime this fall. Stay tuned!

A Book Is Born!

Screen Shot 2015-07-05 at 1.41.02 PMThrilled. Excited. Curious. These are some of my feelings as my new book has become a reality. A year ago, many of you weighed in enthusiastically to help choose the best title (thanks again). And now it is here! It has arrived!

The release of Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility is the pinnacle of an already big year for us at Bar-David Consulting. It is the ultimate piece that rounds off the Respect-on-the-Go toolkits and the Trust Your Canary Team Civility Booster program that we launched in March of this year.

With these three resources I attempt to address a fundamental need in today’s organizations: we can use more civility. It’s good for people and it’s good for business.

In the past two weeks alone, there have been a number of important radio and print pieces written about workplace incivility, including a superb piece in the New York Times on its impact on key performance indicators penned by a lead researcher whose work I rely on in our workshops and in the book. I’m delighted and gratified to say the civility cause is gaining momentum!

So here’s the skinny about the book: with wonderful endorsements from global experts, it offers leaders cutting-edge information on the nature and impact of workplace incivility and a plethora of in-depth strategies, right down to the granular level of what to say (and how) and traps to avoid. As is my style, the book is written in a straight-up, challenging, and compassionate tone.

My vision is that people will use this book and the civility tools independent of external experts (myself included). I imagine myself in joyful retirement, sipping on a frothy cappuccino overlooking the rolling hills of Tuscany while the various resources I’ve created continue to change lives. Each component has different purposes — use them as stand-alones or to complement each other for even more powerful results:

  • The Respect-on-the-Go toolkits bring to you a set of vibrant cards jam-packed with more than 200 practical tips and cues for personal and organizational use.
  • The Trust Your Canary Team Civility Booster offers an intensive program for boosting civility on specific teams via thoughtful discussions assisted by videos.
  • And the book — well, you already know.

Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility is available on amazon.ca, amazon.com, and on the chapters.indigo site. An ebook version will be out shortly. To order five or more copies, please contact me directly and we will arrange a discount and quicker shipping.

I would love your support in helping build the book’s credibility: please do write a review on Amazon. Even if you have not read the book yet, a comment on Amazon regarding the value of Bar-David Consulting’s work will be hugely helpful, too. I will be eternally grateful.

Finally, stay tuned! In the early fall, you will all be invited to a virtual book launch. We’ll chat live on Google Hangouts about civility, the workplace, the book, and who knows what else.

And now, I’m happy to share a short excerpt below, from the strategy called Mind the Broken Windows. Enjoy, and “see” you again in late August!

 

Personal Barriers to Minding the Window

If you have refrained from taking action to deal with incivility, there must have been good reasons to do so. Or at least, you persuaded yourself that the reasons were sufficiently strong to keep you from taking meaningful action; you spared yourself the effort, thought and courage that would be required. Truth is, sometimes there are indeed viable reasons to avoid action. And when your own boss is uncivil or senior management sets a bad example, or there’s no David Morrison–esque commitment to minding windows at the top, the task is that much harder. But much of the time, the obstacles to minding the windows lie within your own mind and heart.

Following are some common thoughts and ideas that prevent leaders like you from seeing that the window is broken in the first place, or from recognizing that it’s your job to fix it. Earlier we looked at leaders’ omissions and mistakes from a broader perspective, and here I invite you to take a closer look and begin considering: Which of the thoughts described below have you personally experienced? How did these thoughts affect your decisions about taking action (or not) to mind the civility windows?

■  This behavior isn’t really that serious.

■  As long as the customer doesn’t see this, no real damage is done.

■  These problems are engrained in the culture—they can’t be changed.

■  I can’t change this alone.

■  Things will sort themselves out.

■  It’s always been like this.

■  This environment is significantly more respectful than my previous workplace.

■  If I begin intervening, who knows what else I will discover?

■  Doing something about it will demand too much of my already 
overloaded time.

■  The person (or persons) behaving uncivilly is (are) too powerful for me to take on.

If you are to adopt a Mind the Windows approach to incivility, exploring your own beliefs and reasons for denying that the behavior exists or that you need to deal with it is a great place to start changing yourself—and the environment upon which you have influence.

 

Contact me directly if you’d like to step up to the plate and get your own copies of the book or civility programs to help do so, anytime. 

Strangers in the Day, Exchanging Glances…

If, like me, you are a Sinatra fan, this heading probably got you humming his classic Strangers in the Night, pondering all the possibilities inherent in that exciting first exchange of glances with a stranger.

Well, as it turns out, a total stranger looking us in the eye (or not) can have a profound effect on how we feel. In a previous series I discussed the effects of a simple eye rolling gesture on the person at the receiving end of that gesture. It is no different than if someone dropped a hammer on their finger — the brain’s pain centre gets fired up. And if you’ve attended any of our sessions or followed this blog for a while, you already know that in the workplace, seemingly inconsequential behaviours such as ignoring someone by, say, not saying or responding to a hello, actually does matter.

But what happens when a complete stranger looks at you as if you were thin air?

This is what one of my favourite researchers, Prof. Kipling Williams of Purdue University and some of his ostracism-focused collaborators asked themselves. In yet another of their mischievous and illuminating studies, they had a research assistant walk along a well-populated path on a university campus, pick an unsuspecting passerby, and then do one of three things as they walked toward this person: they met that person’s eyes, or met their eyes and smiled, or looked in the direction of the person’s eye level but focused their gaze past the person’s ear, looking at them as if they were thin air. A second experimenter then stopped the person and asked, “Within the last minute, how disconnected do you feel from others?”

And what did they find? They discovered that acknowledgement through looking someone in the eye matters, and that this is true regardless of whether it is accompanied by a smile or not. Those who received eye contact — with or without a smile — felt less disconnected than those who were looked at as if they weren’t there. It may have had only a fleeting, momentary effect, but the impact was certainly there. After all, being ignored is the first step in what our reptile brain understands as a very real risk . . . social exclusion is the first step to ostracizing us and removing us from the community, something that in ancient times meant that we would be left to die on our own as a result of being denied access to the resources and protection that community living provides.

Thin-air glances on a university campus path are, in the grand scheme of things, not really that important. But random, fleeting encounters sometimes do in fact impact us profoundly, in positive or negative and often unexpected ways. (On the positive side of the equation, I love the video below.)

But the workplace is another matter altogether. Here the stakes are much higher. The workplace is a community of humans, and as such it is inevitably a place where the internal dramas of our needs for connection and belonging play out and where our sense of self and worth gets affirmed — or battered — daily. A look, a smile, an acknowledgement, can make a world of difference. And the absence of these can be upsetting and in some cases even devastating.

So here’s my question to you: what difference can you make to others’ experience? In what ways are you willing to step up to the plate (starting with the person in the desk right beside yours) to make a positive difference?

 

 

As always, contact me directly if you’d like to make your work environment more civil.

And for those who are off for summer holidays, have a great time, AND I hope you won’t miss our July 7th blog post, where I will be sharing exciting news with you!

 

 

 

Witty, Funny…or Plain Old Hurtful?

I think the universe is trying to send me a message.

Lately I have facilitated an unusual number of sessions where participants offer feisty opposition to my listing of sarcasm as a behavioural example of workplace incivility. Some even say “I have a sarcastic personality, and I have no intention of changing.” One of the key justifications I hear is that, as they see it, the intense pressures of work in their arena require some sort of outlet. I’ve heard it in hospitals, in customer service centres, social service organizations and the legal community, to name a few.

I see folks making sarcastic comments directly to a colleague, or about other colleagues behind their back. And I hear it in the way that people refer to their clients, patients and customers. It’s everywhere.

The intensity of these recent experiences led me to decide that it’s now time for me to come out with a strong opinion on this matter. It is my sincere hope that this will be useful as you think through your own position.

Sarcasm Does HurtFirst, what exactly is sarcasm?

According to Merriam-Webster’s Dictionary, sarcasm refers to “The use of words that mean the opposite of what you really want to say, especially in order to insult someone, to show irritation, or to be funny,” and “A sharp and often satirical or ironic utterance designed to cut or give pain.” (Sarcasm is different from irony, which is devoid of the pain element.)

I find myself befuddled. How did we shift away from viewing sarcasm for what it mostly is — an insult or pain-causing activity — and begin to view it as a legitimate form of dealing with fellow human beings in the workplace?

Here are some contributing factors (a partial list):

  1. Workplace attitudes are influenced by larger societal forces. For example, sarcasm is a dominant and accepted form of humour in sitcoms, comedy, and social media. It has become associated with wittiness, cleverness and fun. Its darker sides have become obscure.
  2. In many lines of business people perceive their organization or sector to be “unique” and involving a high degree of pressure. They feel entitled to release the pressure in whatever form feels good in the moment, and sarcasm is viewed a legitimate defence mechanism. (I have heard the “unique” reason in almost every session lately.)
  3. Managers don’t hold people accountable because they are oblivious to the damage that sarcasm inflicts on individuals and the team culture.
  4. Managers don’t know how to deal with it.
  5. Managers are sometimes the worst “offenders.”
  6. Colleagues don’t know how to react constructively—it is exceedingly difficult to respond to a communication where the negativity of the message is delivered mostly through tone and body language. So instead they do nothing, or withdraw, or get even or (worst of all) adopt the same behaviour.

So, my friends, here’s a piece of utterly unsolicited advice you may not want to hear: Cut it out.

I mean it.

Simply decide that you are never going to be sarcastic about anyone or anything, and then go ahead and live your decision from here on out.

Sarcasm not only sticks a knife right into the receiver’s heart (even if you tell yourself it’s not so and even if they’re not even there). If you think it makes you look good, it actually doesn’t — it’s just that other people don’t have the courage to tell you that. And finally, it also contaminates you from the insides.

Some years ago I made the decision to eliminate sarcasm from my personal repertoire of behaviours. It has been an amazing gift to me, on many fronts. Please accept this invitation to join me on this journey.

Let’s explore what the universe has in stock for us.

And, if you really think about it, what have you got to lose?

 

Contact me directly if you want to commit to omitting sarcasm from your own discourse so I can personally congratulate you.

And, of course, if you’d like to make your work environment more civil, we’re here to help.

It’s Time for People to Get Thicker Skins (Or Is it)

Monique, a bright-eyed young employee, approaches her manager regarding George, who works in the cubicle beside hers. A veteran employee, George is a bit rough around the edges. Monique complains about his inappropriate jokes, the sarcastic comments, the banter at others’ expense. Hearing his interactions from her cubicle, she finds
 it hard to concentrate. She is uncomfortable dealing with the situation herself and is requesting that something be done.

Managers faced with such complaints typically provide some variation of the following answer: “Sorry, Monique, we can’t change someone’s personality. The best solution is for you to develop a thicker skin.”

(And here’s a not-so-big secret: Inside his or her head, the manager is usually thinking, You’ve gotta be kidding! Just grow up, suck it up and get back to work!)

I’ve written here before about how underlying beliefs can sink ships. The thicker-skin belief is yet another lethal (and misguided) one. It implies that it is the responsibility of the person on the receiving end to ignore, accept or even embrace colleagues’ uncivil conduct. This belief renders everyone (including the manager) blind or indifferent to uncivil behaviour.

I hear the thicker-skin idea when I am called to help turn around the behaviour of abrasive managers. People who are struggling with such a boss are often told (in nicer terms) to suck it up and move on. It’s part of a set of common myths that enable abrasive behaviour. For those of you who live in Canada, the recent scandal surrounding star radio host Jian Ghomeshi is a classic and sad example of alarm bells not going off because of deep seated beliefs that immunize star hosts from being accountable for bad behaviour.

I also hear the people-need-to-get-a-thicker-skin notion often from folks who have been in the workforce for many years and believe that the workplace has—and will always be—a battlefield where one is bound to encounter inappropriate behaviours of all sorts. In this war zone, one needs to fend for oneself, which includes developing selective deafness and blindness (and of course, some savvy combat strategies to boot).  It’s that old “If you can’t take the heat, stay out of the kitchen.”

Ah, yes, the good ol’ times. Prior to the development of anti-harassment legislation, women and members of minority groups survived many an insult by developing very useful “thicker skins”. However, whether you like it or not, the pendulum is moving well away from people having to fend for themselves. Nowadays employers are increasingly accountable for creating psychologically safe workplaces where people can perform at their best. When Monique can’t concentrate because of George’s inappropriate behaviour, the employer has an obligation to act.

My suggestion? Let’s create workplaces that make people of all skin thickness feel comfortable and safe. By the way, it’s good for business too. Other good things will flow: productivity, engagement, retention, attentive customer service, and innovation.

 

Don’t hesitate to contact me directly for any help to make your work environment more civil.

And a little update: The new Respect-on-the-Go toolkits and the Team Civility Boosters can now be accessed directly from our website’s home page. As the proud “mama” of these newborns, I am thrilled to report that more than 1,200 have already been purchased and they are receiving a tremendously enthusiastic reception.

*   *   *

A COUPLE OF DAYS after this blog was posted, I received the following email from a female executive who manages a group of several hundred people (quoted with permission):

Dear Sharone,

Great perspective! In my 20 years working in one of the best organizations in Canada that has won many important awards, I never witnessed inappropriate comments about any ethnic groups….. except French-speaking people. As a Francophone, I quickly realized that for English speaking Canadians, French people are simply not considered ‘an ethnic group’. With time, I learned to dismiss comments that were made to me and not take offence to them. I often remember the day I attended your harassment session several years ago very fondly because it was the start of my personal healing. When I came back from the bathroom (where I had escaped in a highly emotional state when the conversation got to “thicker skins”) you spoke of incivility. You had given a name to what I was experiencing and by that simple fact I felt I could start getting my confidence back. I too often still see jokes or satires made on the accounts of French people. I am still hopeful that this behaviour will change in the near future.  

 

Why Do Chronically Uncivil Employees Endure?

 

The single biggest reason why chronically uncivil employees continue to work in your organization is that management had for years allowed the problem behaviour to continue without meaningful consequences. Had management taken action when the bad behaviour first appeared (and that was likely many moons ago), these folks would by now be wonderfully civil contributors, or they would be working for an altogether different employer.

Instead of nipping the behavior in the bud, management (and please accept my apology if this includes you) engaged in a series of actions that were utterly ineffective or, at best, only partially successful, or they took no action at all. Typical leaders’ mistakes include bad modelling, slow reaction, fear of taking a stand, favouring the intent of the offending person over the impact it has on others, taking the wrong action, or mishandling complaints. Top that off with performance appraisals that contain no mention of the problematic behaviours, and you’ve got full-blown management culpability on your hands.

As they do so, leaders are inadvertently leaving everyone else on the team to fend for themselves or suffer through years of having to deal with the disagreeable person using (much more than) fifty shades of grey. And by the way, by not addressing the situation early and competently, they are being unfair to the uncivil person too: rather than offering opportunities to self-correct and do better, they are setting this person up for failure.

And if you ask how I can be so sure that management has committed so many missteps, my answer is simple: the proof is in the pudding. The only reason that chronically uncivil employees can keep their job while also behaving miserably is because they are allowed to do so.

If you are in a leadership position, you might right now be extremely frustrated with me. I can hear you saying that I really don’t understand your reality. You might, for example, say that it is impossible to fire anyone in your organization because you have an all-powerful union, or that you have been doing performance management with this person forever and are getting nowhere with what seems to be an unsolvable situation. And you would probably add that these situations are exceedingly challenging to diagnose in the first place.

And my response is that as much as my heart goes out to you, I still believe that it can be done, even in difficult circumstances. Where there is a will, there is a way. Where management is convinced that it is responsible for providing everyone with a respectful work environment where they can perform at their best, it will find a way to do it.

 

Contact me anytime, or check out our new Respect-on-the-Go toolkits and Team civility Boosters by clicking HERE

* The above is an adapted excerpt from my upcoming book (now in final proofreading stages): Trust Your Canary—Every Leader’s Guide to Taming Workplace Incivility.

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