I’ve often addressed how leaders should deal with specific dysfunctional workplace behaviours (including my suggestions in this article in CPA Magazine). Today though, my professional colleague and friend Stephen Hammond comes at this very important subject from a much more global perspective. The focus of Stephen’s professional practice is helping leaders improve workplace behaviour, and he’s also the author of a new book The New Norm: a manager’s guide to improving workplace behaviour…and keeping out of legal hot water. I am thrilled that he agreed to write a guest post for the Turning Managers Into Leaders blog.
Why does anyone put up with inappropriate workplace behaviours, some of which can be described as harassment, bullying and discrimination? After all, we’ve had decades of policies and education to address these very issues…yet problems persist in so many workplaces.
It seems we need to ask some very important questions: Why can one person poison an entire workplace? Why can a bully be promoted into a managerial role where she can wreak havoc on even more employees? Why does a bullying boss get a promotion, thereby indicating that the organization rewards bad behaviour? And why can people blow the whistle on bad behaviour and yet they end up with discipline, or worse, they get fired? Continue reading