Organisation

Change your words, change your thinking

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I’ve said it before, I’ll say it again –  the language that we use matters. It matters, because through our use of language we convey messages of importance or unimportance, of trust or distrust. Our choice of words conveys more than the simple message we intend to send.

When we talk about our employees or managers as “they”, we differentiate ourselves from them as leaders. “We” think about things one way, but “they” think about it another.  Indeed much of the language that we use in our corporate worlds creates barriers and boundaries that need not necessarily exist. It is the manifestation of an underlying fragmentation in the culture of most organisations.

Let’s take a simple example:

“I have to deal with all these stupid requests from employees, because their managers can’t be bothered”

Whilst the words aren’t exact, this is the kind of phrase I’ve heard throughout my career – and have probably muttered once or twice in the past too!

“I’m helping to find answers to employee problems and support their managers in running their teams”

OK, so I appreciate talking this way sounds and feels a little unnatural – but why? Why should it feel any more unnatural than the first?

Then let’s think about the impact to others of thinking and talking in this way. If your belief system was based on this second statement, how would you think and act differently and what would others see of you in your role? Would you be part of something bigger, or fragmenting yourself into something more isolated?

Choosing our language carefully, every day and in every situation not only changes the way that others perceive us, but it can also start to change the way we think and perform. Our language carries much more importance internally to our belief system and externally to our ecosystem than we sometimes give it credit for.

That’s why language, and the way we use it, really does matter.

Cohesion is the next big thing

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You want to know what the next big thing for business is going to be? Of course you do, we always want to know the next big thing. Right?

But this time it’s serious. I’m serious.

The next big thing is cohesion.

When we talked about the future of work being human, we were almost there. But not there enough. I’ve been writing on this site for seven years, talking about being the need to be more human focused, but it isn’t quite right. We’ve been distracted by debates around AI and technology and missed the main point.

The future is something much bigger and much more important.

In my forty-four years, the political, economic and social environment has never felt more fragmented, more fragile and frankly more perilous.

As organisations, as employers we have an obligation to bring something to the party that is greater than the simple exchange of labour for money. We have an obligation to bring something that creates more than we extract. That binds and helps communities to heal.

This isn’t simply about corporate responsibility, used by too many organisations as a social-conscious healing makeweight. This is about endeavouring to change the existence of the communities in which we operate through our work, our practice and our existence.

This is about creating workplaces that are safe, both in terms of physical and mental wellbeing. Where individuals are respected for who they are, regardless of similarity or difference. That the rules of tolerance and respect are adhered to by all.

This is about building long-term and meaningful partnerships with employees, either individually, collectively or through their organised representation. Ensuring that decisions are made for the benefit of all stakeholders.

This is about developing skills and education for the long-term, both in the workforce and the community – recognising that we have a power to teach and to give, even to those who may not work for us.

This is about looking after those that work for us, on a financial and emotional footing. Ensuring that people are fairly paid for their labour, that the pay is representative of their skills and their contribution, not their gender or their race. That they need not worry in times of sickness or difficulty.

This is about ensuring that we are commercially successful so that we can invest back into the infrastructure that supports employees, creates new jobs and allows us to share that success both directly and indirectly.

And it is about leadership that recognises the importance of every single individual that works in an organisation and genuinely respects the roles and the participation of everyone.

Cohesion is going to be the next big talking point in the world of HR. Don’t forget you read it here.

It can happen anywhere

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Watching the allegation of sexual harassment at Westminster unfold, fills me with a sense of despair. Only three weeks ago I was writing that dignity wasn’t optional in relation to the Hollywood revelations and now not a day goes by without allegations being made against another man in power.

One of the most fascinating aspects (if fascinating can ever be an appropriate term in this context) is the reaction of onlookers to the various allegations. As those accused provide the justifications for their actions or denials, others look on and pass judgment. Social media is full of commentary and the mainstream media provides opportunity for others to provide their analysis.

More than once I’ve read the phrase, “witch hunt” and I’m desperate to ask, “by whom?” and “for the sake of what?”. But perhaps one of the most interesting aspects is the political lens that is being put on the allegations by many of those watching events unfold. Believing the stories of those that we agree with, or are like us, versus disbelieving those that aren’t alike.

At the heart of this is one of the biggest reasons that cultures permit behaviours to become entrenched that are unacceptable to the independent eye. When we choose to believe those that we like, trust or associate with because of that association and we do not base our assessment on fact, then we run the risk of allowing the system to get out of control.

That’s why our role as leaders has to be to bring an independent and rational approach to any type of allegation or complaint that is brought to our attention. That’s why we have to rise above relationships and look simply at the information that is presented before us. That’s why we have to be willing to make decisions that break a system as well as to strive to remake it.

In-group and out-group cognitive biases are pervasive in cultures that go wrong. “They’re all like that”, “they’re all at it”, but “we’re not like that” and “we’re different”. These biases prevent us from seeing the glaringly obvious, but also allow us to re-interpret the actions that we see and prevent us from taking the actions that we would otherwise call on others to take.

Ultimately, and sadly, issues like sexual harassment and bullying don’t understand organisational boundaries, they don’t understand political boundaries. They are as likely to happen in one place as another unless we put in the systems and interventions in place to try to minimise the occurrence. And that starts with recognising that when an issue is raised we need to be open, thoughtful and balanced in our approach.

Dignity isn’t optional

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Last week’s rolling fatberg of a story featured a Hollywood mogul’s repeatedly obnoxious and fundamentally unacceptable (illegal) behaviour. I can’t imagine there is anyone that isn’t up to date with the story – widely reported – so I won’t go into the story. But here’s the summary;

Powerful man preys on less powerful women in industry for his personal gain.

Who knew?

There are multiple things that stand out for me in the story, but most prominently is the negligent inaction of so many men and women that stood by and let it happen. Who, without any shadow of doubt, are complicit.

I heard an interview with George Clooney who stated they were all aware that the guy in a question was a “womaniser”, but no one knew it was this bad. I’ve seen actresses that have significant power and global influence stand up and recount their stories years after – allowing multiple repetitions of inappropriate behaviour. I’ve read stories of actresses decades ago being warned to avoid certain situations.

Don’t give me the line that his power was overwhelming, I repeat: they were all complicit. 

It reminds me of a situation that I investigated in the past – an incident at a Christmas party between a senior male employee and a much more junior female employee. The actions were portrayed as innocuous, and between two people of the same age in a different context they could well have been so.

But this was a work context, with a significant difference in power, age and experience. And for me they were far from innocuous entirely because of those facts. As we investigated it became clear that the people who’d talked about the events in the corridors and over water coolers suddenly, “hadn’t seen anything”. I’m proud to say we stood our ground nonetheless and took action.

In the weeks that followed, as the rumour mills rolled, several senior colleagues of both genders told me that the guy had a bit of a reputation, that he was well known for acting inappropriately for years and that they weren’t surprised. None of these colleagues had anything to fear from stepping forward at any point. So why hadn’t they?

Let me put this really clearly, where inappropriate behaviour happens in the workplace and you standby, you are allowing it to happen. The movie industry is an unusual one, that mixes work and leisure in an unnatural way but nobody is trying to claim that his advances on women weren’t work related. That’s why he was sacked. And it can and does happen in any work place.

It is beholden on all of us to make a stand – particularly those of us in leadership positions, regardless of our gender. Everyone should be able to go about their lawful work, without fear of intimidation, harassment or assault. That’s not a high bar to set, it’s a basic human right.