CulturalChange
RESOLVING ME-TOO
SECTIONS BELOW
ADVANTAGES OF DEVELOPING A HIGH-PERFORMANCE COURTEOUS-CULTURE
HIGH-PERFORMANCE COURTEOUS-CULTURE
Common Skills
Courteous
Culture
High-Performance
Culture
Skill Set
Courteous-Culture
Skill Set
High-Performance
The basic models and skills needed to resolve issues of misconduct are the same models and skills needed to obtain excellent performance. Furthermore, the leadership skills needed to create a courteous culture are the same skills needed to create a high-performance culture. Therefore, any organizational development effort that has the objective of better handling issues of misconduct should simultaneously have the objective of improving the performance of the organization. Combining these two objectives in the same project has many benefits:
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It creates a positive training environment in which issues of misconduct can be discussed and skills developed.
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The skills learned can be practiced on a daily basis to improve performance, and when needed, used to quickly resolve situations of misconduct.
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When the current issues of misconduct are resolved and a healthy working environment is established, the skills acquired can be used to continuously improve performance.
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The training programs would pay for themselves through the increase in performance.
RESULTS EXPECTED
Increase performance
Lower absenteeism
Bring to life the values of the organization
Decrease the number of incidences of misconduct
Create a environment that brings out the best in people
Improve leadership effectiveness
Increase the motivation and engagement of employees
Develop the foundations for high-performance
KEY CHARACTERISTICS OF HIGH-PERFORMANCE
COURTEOUS-CULTURE
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Respectful
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Comfortable
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Empowering
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Feedback-rich
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High pride in the organization
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High loyalty to the organization
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Low absenteeism
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High-performance
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Engaged employees
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Effective leadership
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Strong communication
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Strong teamwork
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Continuous improvement
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Agile organization
SKILL-BUILDING
TRAINING PROGRAMS
Our training programs can be used as stand-alone programs to develop the skills employees and leaders need to quickly stop inappropriate behavior. They can also be used as the backbone of a cultural-change effort to strengthen the values of the organization, to create a working environment that brings out the best in people, or to improve performance.
RESULTS EXPECTED
FOR EMPLOYEES AND LEADERS
Better handle issues of misconduct
FOR LEADERS
Develop feedback skills
Know how to confront people
Develop performance management skills
Increase leadership effectiveness
Better motivate and empower team members
Create a feedback rich environment
Increase the performance of the team
ISSUES HIGHLIGHTED BY THE #MeToo MOVEMENT
EMPLOYEE BEHAVIOR vs. VALUES OF THE ORGANIZATION
The #MeToo movement is bringing attention to the differences that may exist between an organization’s values and the conduct of some of its employees. The depth of the problem is becoming more evident as people are speaking up about experiences of misconduct they faced in the workplace. Misconduct in the workplace create lose-lose circumstances that hurt employees and have a negative impact on the working environment, the performance, and the reputation of the organization.
DIFFICULTY FOR EMPLOYEES
The #MeToo movement has brought to light the difficulties employees have in handling situations of misconduct, especially when there is a difference in power between those involved.
DIFFICULTY FOR ORGANIZATIONS
The #MeToo movement has also brought to attention the difficulties organizations have in resolving disputes where there are only two sides to the same story, or in handling behavior that is legal, yet may be uncomfortable for some individuals or inappropriate for the organization.
RESOLVING THE #MeToo PROBLEM
INAPPROPRIATE BEHAVIOR IS INEVITABLE
Inappropriate behavior in organization's is inevitable. The problem begins with the inability to clearly define what is an inappropriate behavior. Most behaviors lie on a continuum between appropriate and inappropriate, and there is no clear line that separates one from the other. Towards each end of the continuum, it is easy to agree that a specific behavior is appropriate or inappropriate, but as behaviors move towards the middle of the range, they become more difficult to classify. For example, behaviors that may be acceptable for one person may be unacceptable for another, what might be viewed as normal in one culture may be inappropriate in another. Furthermore, the line between acceptable and unacceptable behaviors is in continuous movement for individuals and organizations relative to recent experiences, emotional state, etc. The impossibility of providing a clear distinction between appropriate and inappropriate behavior guarantees that all organization will have an abundance of inappropriate behavior that have the potential of transforming into more serious issues of misconduct.
FROM SMALL PROBLEMS TO BIG PROBEMS
Serious problems of misconduct are usually the result of a series of inappropriate behaviors that begin as something small, seemingly insignificant, and grow in intensity to create serious issues.
Resolving Problems of Misconduct Before they become Serious
RESOLVING PROBLEMS
OF MISCONDUCT
There are two angles to resolving problems of misconduct in organizations. The first is to increase the effectiveness of the organization in dealing with issues of misconduct, and the second is to stop quickly inappropriate behaviors before they turn into serious problems of misconduct.
NEED TO DEVELOP SKILLS
The key to preventing misconduct in the workplace is to develop the mindset and skills employees need to stop inappropriate behaviors quickly, before they develop into serious problems. These skill-building efforts can be further strengthened by developing working environments that are respectful, bring out the best in people, and achieve excellent performance.
LEVELS OF RESOLUTION
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Awareness training for employees
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Skill-building training for employees
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Skill-building training for leaders
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Creating a Courteous-Culture