How important are role models in the workplace?

There has been much discussion over the recent looting and criminality taking place in many UK cities. I refuse to say ‘rioting’, because I suspect that these low-lifes are actually not politically motivated or even rioting against anything in particular. This is (to quote one of my facebook friends) ‘opportunistic theft and vandalism. A breakdown in family, morals, discipline and respect has held a generation back’

Well said. Politicians have been banging on for several years about ‘family values and ‘role models’ and it would appear that those swept along on a tide of violence and inhumane behaviour must be lacking suitable role models in their troubled lives. Sadly, I suspect that some of these ‘feral rats’ (to quote a shopkeeper who lost her entire stock) may actually have been previously reasonably well behaved, captivated in the moment, and lacking suitable structure or discipline at home.

Many of the England football team have spoken out individually against the violence, some with eloquence, some not. (Wayne Rooney’s tweets had some spelling errors, but hey, the sentiment is genuine I’m sure). Some commentators have mocked this initiative, especially as these sporting role models have been well known for bad behaviour on and off the pitch. But I applaud them for trying and even if their words persuade just one young person to stay at home and avoid trouble, then their efforts have not been wasted.

Various current social problems are blamed on a lack of suitable role models in pockets of society. Even the great philosopher, Aristotle's idea of ethical behaviour ‘relies substantially on the effects role models have on people. Aristotle believes that we learn to be moral (virtuous) by modelling the behaviour of moral people’ (William F Lawhead)

So does this principle apply to the workplace too? Of course it does.

I have written previously how leadership style flavours the culture of an entire organisation. Likewise, suitable role models at every level of the workplace hierarchy can have a highly positive effect on individual achievement and growth. In the same way that a good teacher can frame a pupil’s attitudes for the future, a good boss or benevolent mentor can be life changing.

I found this great definition of a role model: ‘An individual who is looked up to and revered by someone else. A role model is someone who other individuals aspire to be like, either in the present or in the future. A role model may be someone who you know and interact with on a regular basis, or may be someone who you’ve never met, such as a celebrity’

Many years ago, I worked with a charismatic doctor who was the chief executive of a healthcare company. In my opinion, she had everything – she was (and still is) charming, compassionate, highly intelligent, gracious, ambitious, professional, commercially minded and a great leader. I have always aspired to be like her and on some occasions have even felt I could emulate her. I adapted my style to mimic her – non confrontational but with steely resolve. I don’t always pull it off but this approach works more often than not. I was also fortunate to have great parents, an amazing grandmother and many workplace soul mates along the way who continue to guide my path.

One of the major issues affecting wellbeing at work is lack of guidance, behavioural benchmarks and aspirational goals. In the NHS, I feel this is particularly crucial. If a ward sister has a bad attitude, often the rest of the staff may follow suit. Likewise in any other organisation,  if a Chief Executive appears to be concentrating solely on budgets, and their own PR, why should the senior management team behave any differently?

The American Theologian, Tyron Edwards once said ‘People never improve unless they look to some standard or example higher and better than themselves.’

You don’t have to be in a senior management position to be a good role model. You don’t even have to be employed. Whether you are a parent, sibling, boss, friend or colleague – be aware. Your attitude, actions and words may have a much more significant and far-reaching effect than you realise.

Mindfulness in the workplace – brilliance or baloney?

I have just joined a Linkedin group called ‘Mindfulness in the Workplace and Mindful Leadership’. The fact that this group exists demonstrated the growing interest in the ‘soft skills’ for business.

For the uninitiated, Mindfulness stems from the Eastern spiritual traditions of Zen Buddhism and can be summarised:

Mindfulness refers to being completely in touch with and aware of the present moment, as well as taking a non-evaluative and non-judgmental approach to your inner experience.

Thich Nhat Hanh a Buddhist Monk states ‘The present moment is the only moment in which we can be alive’

Basically, the aim of this state of being is to concentrate on the now, appreciate it and use the moment to best effect. I have been interested in mindfulness for many years and try, with varying degrees of success, to practice it in my everyday life. But how does this discipline translate to the workplace?

As the fall-out from the News International phone hacking scandal continues to touch more lives, we have seen only too clearly the devastating effect of a ‘toxic’ work environment. Truth or lies, the corporate culture appeared to enable individuals to believe that their extreme behaviour would be tolerated. But can mindfulness training improve the workplace culture and enhance employee’s lives?

The short answer would seem to be ‘yes’ but like all training programmes, this needs to be positioned carefully.

In my communications training and leadership development programmes I include elements of personal responsibility, accountability and sensitivity to others. But this all has a tangible and understandable effect on improving internal and external relationships and ultimately enhancing corporate growth.

Something as ‘touchy feely’ as mindfulness may be a bridge to far for some companies although apparently major organisations such as Apple, Google, Yahoo, Nortel and Commerzbank have integrated mindfulness in their workplaces. Apart from the challenge of persuading budget holders to invest in this type of training, return on investment may also be difficult to assess. At the very least, pre and post session (maybe six months later?) questionnaires are useful.

In the cut and thrust of business in the 80’s, the nearest we got to mindfulness was time management training. I attended an excellent course, which included thoughts on how one could spend leisure time as well as improve workplace efficiency. My boss at the time, (and this is absolutely true) didn’t turn up for the two day course because – you guessed it – he didn’t have time!

And there you have the rub. Mindfulness – considering every moment, achieving peace and serenity, needs to start at the top. Although the health and wellbeing of individuals could be truly enhanced by good mindfulness training, for an organisation to see tangible gains, I believe the leaders must buy-in to the programme.

If it’s good enough for His Holiness the Dalai Lama – it should be good enough for captains of industry….

Do bad manners constitute bullying?

There’s an amusing story circulating the UK this week about a woman who has written a scathing email to her stepson’s fiancé criticising the girl’s manners.

The irony which escapes the writer of the diatribe is that she has been guilty herself in displaying exceptionally bad manners with her cutting remarks about the girl’s breeding and upbringing. Had this criticism been verbal, it may have been passed off as a misunderstanding, but in hard print this insulting and rude email has gone viral, discussed on TV news and widely distributed on the web.

Apart from the obvious mother-in-law jokes that are circulating, (A policeman was asked what he would do if he had to arrest his mother-in-law – ‘call for back up’ was the reply) the word that is used in many of the headlines is ‘bully’.  I would love to add a few personal recollections about my own mother-in-law but my good manners and excellent breeding prevent me!

In the workplace, co-workers and bosses often pass off snide remarks and blunt put-downs as harmless banter or constructive criticism, but it often constitutes bullying.

A definition of bullying is ‘Bullying may be characterised as offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through means intended to undermine, humiliate, denigrate or injure the recipient.’ (ACAS)

Bad manners can be offensive, malicious and intimidating. A friend of mine  used to work with particularly unpleasant woman who, although they were both part of the senior management team, talked to my friend and her peers as though they were all something that had crawled out from under a stone. She was insulting and intimidating to her staff and wasted no time on the pleasantries and consideration that good manners demand. Her emails were all in bold capitals so it was like being shouted at. One of her staff received 33 such emails one Sunday night prior to the start of another tricky week. When challenged on this behaviour, the perpetrator insisted that she wasn’t bullying – it was just her way. She saw no reason to defend her behaviour stating that she wouldn’t waste time on niceties – and she ‘says it like it is’ and people should ‘stop being so sensitive.’

The organisation in question allowed this behaviour to continue, hiding behind a bullying policy that didn’t appear to allow for consistent bad manners. The net result was that in the space of six months, 15 of the 30 employees exposed to this assault voted with their feet and found jobs with competitors. Those were the good old days when you could say – ‘stuff this’ (or equivalent) and walk into another job.

With the current economic climate, it is less easy to avoid such bad manners. Presenteeism, staying at work when you are unwell or emotionally compromised, is more common as employees fear for their jobs. This has the effect of reduced productivity and a culture of fear growing in organisations that do not address these issues.

There is an old saying – ‘manners maketh man’ – I think the workplace version should be ‘good manners is good business’. A little courtesy and consideration goes a long way in cementing workplace relationships and creating a cordial working environment.

So as we chuckle at the public spectacle of a mother-in-law from hell trying to intimidate her future daughter-in-law, we should consider manners when implementing a workplace bullying policy or assessing a colleague’s behaviour.

And my favourite mother-in-law joke from the late great Les Dawson? ‘I took my mother in law to Madame Tussaud’s Chamber of Horrors the other day – the attendant said – keep her moving sir, we’re stocktaking…’