What People Understand About Civility: When we conduct workshops on civility, people usually agree that it’s a nice thing to do. Sometimes, they even assert that it’s the right thing to do. But rarely do they understand how it impacts the bottom line and the fate of their leaders.
What Does Incivility Cost? New research has measured the costs of incivility, defined as disrespect or rudeness. Christine Porath, Professor of Management at Georgetown University, studied workers who had been subjected to uncivil treatment at work and found that 66% cut back work, 80% lost time worrying about their treatment and 12% voted with their feet – they left.
After seeing this research, Cisco took those numbers and estimated that they – conservatively – lost 12 million dollars a year because of uncivil behavior.
Bystanders Suffer Also: In further research, Porath and her colleagues found that with bystanders who witnessed uncivil behavior, their performance was 25% worse and they generated 45% fewer new ideas.
Even Workers’ Reading Comprehension Ability Suffered: People who received rude emails were five times more likely to miss words in the message.
And Nice Guys Finish First: Some of our workshop participants worry that nice leaders will lose performance points. Yet researchers have found that the #1 reason tied to executive failure is an abrasive, rude style. While uncivil leaders may be successful in the short run, eventually, they flame out. Respectful leaders were two times more likely to be seen as leaders and performed significantly better. In surveys of 20,000 people around the world, workers wanted respect more than any other perk, including recognition and learning opportunities.
Campbell’s Soup CEO Example: Doug Conant took over the failing Campbell’s Soup company in 2001 and turned it around in five years. How? Conant emphasized high-performance standards and insisted on civil behavior up and down the ranks. He made sure that he – and other leaders – acknowledged people in the hallways and the cafeteria, thanked people for favors, shared credit and created a friendly ambiance. In five years, he wrote 30,000 thank you notes.
March 25, 2019
Tell the truth fast: When it’s your job to communicate the correction, do it as fast as possible. Of course you want to be prepared when facing employees or the media, but too many organizations wait too long to come clean. When you do, you then have more questions to answer than the original ones, in addition to being viewed as trying to hide the facts.
Make It Difficult For People To Avoid Change: Smoking in the workplace used to be tolerated. Now most workplaces don’t allow workers to smoke inside. Because their employers have taken this step, millions of workers have quit or reduced smoking, simply because they didn’t want to walk outside and/or endure the cold.
