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Breaking Bad: Creating a Culture of Civility and Professionalism
Tucker Miller, Esq.
Assistant Vice President
ELI, Inc.
Society for Corporate Compliance and EthicsLas Vegas
October 2015
ELI, [email protected]
is Assistant Vice President of Client Consulting at ELI® and a Certified Master Facilitator. She has worked throughout the US, as well as in Canada and Europe. She has extensive experience in the field of labor and employment law and human resources, and served in various leadership and legal positions for a Fortune 500 company for nearly 20 years. She also provides executive coaching and is a featured presenter at national conferences.
A member of the Washington State Bar Association, Ms. Miller is licensed to practice law in the state of Washington.
Tucker Miller, Esq.
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Bad Behavior
Bad Behavior at Work: Prevent, Detect, Correct
Outcomes of Uncivil Behavior
• Decreased Productivity • Low Morale• Lack of Collegiality• Recruitment/Retention
Challenges
• Reduced Engagement
• Negative Safety Impact
• Decline in Service
• Distrust• Safety Issues• Lack of Concentration• Lawsuits and Claims
Illegal
Abusive/Bullying
Dismissive/Unwelcoming
Rude/Unprofessional
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Bad Behavior in the Workplace: Survey Says . . . .
6. People who behave aggressively or who bully others
7. Littering
8. Misusing handicapped privileges
9. Smoking in nonsmoking places or smoking in front of nonsmokers without asking
10. Using cellphones or text-messaging in mid-conversation or during an appointment or meeting
1. Employment discrimination
2. Erratic/aggressive driving that endangers others
3. Taking credit for someone else's work
4. Treating service providers as inferiors
5. Mocking race, gender, age, disabilities, sexual orientation or religion
THINK INCIVILITY IS A PROBLEM
IN THE WORKPLACE?
%SOURCE:The Workplace Bullying Institute
OF YOUR EMPLOYEES DO.
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SOURCE:The Workplace Bullying Institute
60%OF EMPLOYEES ARESTRESSED OUTAT WORK DUE TO
UNCIVIL BEHAV
OF MANAGER’S TIME ISSPENT DEALING WITH
20-40%
SOURCE:The Cost of Bad Behavior, Pearson and Porath, 2009
UNPRODUCTIVE
OR
UNNECESSARYCONFLICTS
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BULLYING
OCCURS
SOURCE:The Workplace Bullying Institute
4XMORE THANILLEGALHARASSMENTAN
D40%OF VICTIMSNEVER
SPEAK UP
SAY THEY’VE EXPERIENCED
95% OF PEOPLERUDENESS AT WORK.
MAYBE IT TAKES MORE THAN TACKING YOUR CORPORATE VALUES ON A WALL TO
CHANGE BEHAVIOR
SOURCE:The Cost of Bad Behavior, Pearson and Porath, 2009
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LEADERS
EMPLOYEESPUBLIC
ENGAGEMENT
REPUTATION
REVENUE
TRUST
INCLUSION
DEVELOPMENT
TALENT
VALUES
The Viral Spread Of Uncivil Behavior
CULTURE
OPPORTUNITY
RETENTION
CREDIBILITY
COLLABORATION
SUCCESSION
FIND OUT THEREALREASONBAD BEHAVIOR HAPPENS IN YOUR WORKPL
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Hotline Reports
Employee Relations Issues/Complaints
Employee Surveys
Focus Groups
Employee and Leader Forums
Litigation Reports
Exit Surveys
Training
Observations
WHERE DATA INTERSECTS WITHRESPONSIBILITY
WHERE CULTUREMEETSACCOUNTABILITY
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Handout
CULTURE
Vision/Mission
Values
Code, Policies
Procedures
Brand, Reputation
Leaders
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A Cultural Approach to Civility and Professionalism
Engage Leaders First
• Make civility, not just compliance, a core commitment and a strategic objective
• Engage leaders to model and communicate cultural norms and expectations
• Develop leaders and hold them to consistent standards
Leadership and learning are indispensable to each other.
John F. Kennedy
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Build an Open Culture
HOW TO
PUT A
WELCOMEIN
FRONT OF
YOUR
OPEN DOPOLICY
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Welcoming Employee Concerns
LEAD BY
EXAMPLE.
BE AVAILABLE
AND
APPROACHABLE.
BUILD A CULTURE
BASED ON DAILY
BEHAVIORS AND
INTERACTIONS.
BERESPONSI
VE.
Video
Create a Welcoming Environment
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Focus on Behaviors, Keep it Simple
• Provide written standards that are readily available
• Demonstrate expectations
• Deliver learning experiences to enhance understanding and skill-development
+
Make it Matter
• Develop leaders to be ambassadors of organizational culture who can credibly hold people accountable and reliably model expectations
• Encourage feedback and open dialogue to promote an open culture where concerns are welcome and problems can be quickly resolved
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Respectful
Reliable
Can-Do
Professional
Accountable
Open to Feedback Consistently
follow up and reinforce standards and expectations
Highlight positive examples
CULTURALREVOLUTION?
ARE YOU REA
DY FOR
A
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Civility and Professionalism: The Tipping Point
A tipping point is a time when a group – or a large number of group members – rapidly and dramatically changes its behavior by widely adopting a previously rare practice.
2 conversations/day 1 month/22 days
151
Civility and Professionalism: The Tipping Point
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Teamwork
RespectTrust
Open & Transparent
What should we be talking about?
Teamwork
Open & Transparent
RespectTrust
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2 conversations/day 1 month/22 days
44
151
The Tipping Point
176
151
2 conversations/day
4 people1 month/22 days
The Tipping Point
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2 conversations/day
1 month/22 days
50 people
2,200
The Tipping Point
151
FROM
LEGAL CASE
TOBUSINESS CASE
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Breaking Bad: Creating a Culture of Civility and Professionalism
Tucker Miller, Esq.
Assistant Vice President
ELI, Inc.
Society for Corporate Compliance and EthicsLas Vegas
October 2015
