The elephant in the boardroom

Tolerating bad behaviour can (badly) shape your company culture

?Let’s be honest: In most companies, culture isn’t coconut water on tap or motivational frames featuring impressive mountains and less impressive cliches. Culture is the unspoken codes; the behaviours that are either tackled head-on or swept under the rug.

?Unfortunately, this means the worst jerks say more about your workplace than Friday popcorn ever could.

?You know the loud, overbearing colleague who constantly interrupts you? You know how leadership just accepts her behaviour? “Live and let live” is fine for now, but others will bring their inner gremlins too and, in no time, the office will be a poser-fest.

?How you handle bad behaviour is almost more important than any perks you might advertise or culture you might aspire to. And that’s because of something called…

THE BAD BEHAVIOUR RIPPLE EFFECT

Morale nosedive

Those who play by the rules, or just want to get their work done, can be badly demoralised when co-workers get away with taking shortcuts or badmouthing colleagues. If Thomas works hardest every day at perfecting his strategic napping and picking his teeth with a business card, resentment and disengagement will result when he gets a promotion.

Mediocrity spiral

No proud gardener waters their weeds and leaves the flowers and grass to die. Because the weeds will eventually take over. If employees see Sam take credit for Boni’s efforts, again and again and again, they will begin to question the value of hard work and integrity and this can establish a culture of indifference that stifles innovation.

Brand shots fired

Ignoring toxic behaviour is like overlooking mould; you may not notice it at first, but as it spreads, more and more people will refuse to go near it. When it comes to brand reputation, “bro culture” or a “blame game” environment can make attracting top talent an uphill battle.

HOW TO TACKLE TOXIC TOLERANCE

Create a culture where high fives are more common than eye rolls. Here’s how:

• Define the Ground Rules: Don’t just rattle off a list of don’ts (even as we appreciate the irony of this particular piece of advice). Explain why positive behaviours matter and how they contribute to everyone’s success. Be specific; include individual, team, leader and system rules. Because no-one thrives in a constant state of low-key office warfare.
• Encourage speaking up: Employees may be afraid to call out bad behaviour for fear of tension or even ostracism. Create safe spaces for open communication, whether these are anonymous reporting channels or forums for people to feel okay to spill the beans.
• Equal consequences for all: Enforcing rules selectively is like having a workplace Doughnut Day for everyone except the person who always brings them. When you observe bad behaviour, try to nip it in the bud, regardless of the antagonist’s title. Demonstrate to your people that only good kids get doughnuts.
• Celebrate wins, big and small: No good deed should go unnoticed. You don’t need to organise a scene from Wolf of Wall Street, but you can publicly commend those who live and breathe company values. This is an important one to be consistent about.

Bottom line? Company culture isn’t a parking lot. You need to water the flowers, pay attention to the grass, and be willing to rip out the weeds. Every season. On repeat.