Lesson 12: Behavior that Models Acceptance and Appreciation for Diverse Perspectives

Attention

Learning Outcomes

Upon completion of this lesson's material, students will be able to:

• Identify leadership skills that create a culture of productivity and respect in the workplace.

Teaching

When the phrase "workplace diversity" became popular, around the time Title VII of the Civil Rights Act was signed into law, diversity typically meant differences based on race, gender, color, national origin and religion. As the definition of diversity expanded, the concept of workplace diversity also expanded. Consequently, the importance of respect in a diverse workplace became an issue with which more and more employers are concerned.

Workplace Diversity

Workplace diversity is no longer confined to distinguishable physical characteristics or attributes. Diversity includes generational differences and variances in work styles, differences between one employee's philosophy about work compared to the philosophy and values of another employee. Embracing various, and at times opposing, perspectives is an important part of understanding our role in workplace diversity.
To achieve a positive and collaborative workforce, employers should begin with training that promotes mutual respect and alignment of professional goals, in spite of personal differences. For example, an employee whose identity is defined by his position and status has a different perspective on the meaning of work than an employee who views his job as a way to sustain his lifestyle. However, they may have identical points of view concerning a commitment to performing quality work, which makes mutual respect all that more important.

Mutual Respect

Recognizing workers' talents and contributions regardless of diverse cultural or physical characteristics is just one component of mutual respect. Employee diversity is a non-factor in assessing employee capabilities where the quality of work is an issue. Mutual respect in the workplace is based, in large part, on respect for colleagues' abilities and skills -- how well their expertise matches their job assignments. Mutual respect acknowledges talent, not race, color, gender, age or culture. Respect for coworkers and their respective roles in the workplace encourages a collegial work atmosphere. It also fosters collaboration, synergy and cooperation, which are essential ingredients for creating a workforce that values productivity, performance and the quality of its products or services.

Knowledge Transfer

Employees who respect their coworkers are likely to also respect their colleagues' level of expertise and breadth of knowledge. The effectiveness of workplace training, whether through formal processes such as classroom instruction or informal methods such as mentor-mentee relationships, depends on respect for the trainer's or mentor's expertise.

Workplace Conflict

Without respect among employees in a diverse workforce, the incidence of workplace conflict may increase. Employees who have little or no respect for others engage in behavior that illustrates lack of respect for the person as well as the value of others' contributions to the organization. Workplace conflict has a negative impact on productivity, employee morale and overall job satisfaction, which ultimately affects the company's bottom line.

"Respect for ourselves guides our morals; respect for others guides our manners." -- Laurence Sterne

Leadership Roles

Teach it.

When staff has selective definitions over what is, or is not, disrespectful behavior in the workplace, it leads to subjective interpretations of bad behavior. Expectations of positive behavior need to be taught, it needs to be mandatory, and it should be annual. Clearly defined expectations and boundaries helps create a culture of respect and holds everyone accountable. It will also help you weed out those who for whatever reason cannot align themselves with company standards.

Adapt it.

Any course on civility, respect, or bullying should be framed within the context of your specific organization. While certain principles are universally accepted, such as treating others with respect, communication, and moral behavior, you will be well served to frame your expectations around your company's unique culture and personality. Be mindful and deliberate about your expectations, but not at the expense of destroying the good camaraderie that does exist. A good idea here would be have employees help draft the code of standards and expectations. When they have an investment in the outcome they will be more inclined to live up to it.

Model it.

Since the majority believes that workplace leadership is at fault as it relates to a culture of disrespect in the workplace, then those in leadership are going to have to personally step up and take responsibility. While changing a culture of disrespect is a system wide objective it starts at the top. What the leader expects the leader has to model. The leader must also be held to account.

Praise it.

Unfortunately, many who experience incivility or bullying at work do so in silence. They feel they have no one to turn to, or fear retaliation. Building a culture of respect begins when you teach it, adapt it, and model it. But going forward you must praise the work of your team. Instead of suffering in silence you can create a culture of praising in public. It's been said that what you tolerate, you promote. But it is also believed that: what you praise you perpetuate. Lift up the positives of respect, honor, civility, and diversity. These are the strengths of the company and the virtues that make it great.

Wharton management professor Larry Hrebiniak, describes the "culture trap," a very narrow way of thinking about culture and its role in organizational problems, which can lead to poor decisions and frustrations as managers whom try to affect culture and culture change with the wrong methods. Hrebiniak continues, "Culture is important; it definitely can affect behavior and performance outcomes. But it's also important to realize that behavior and performance affect culture; culture is not only a causal factor, it's also a dependent variable affected by other critical execution-related factors. Incentives, structures, decision processes, behaviors, people, and controls affect and shape culture. It's important to understand these dynamic interactions to fully comprehend culture, how to manage it, and how to avoid ineffective, knee-jerk reactions to change it."

The question then is: What's more important — culture or the factors and conditions that affect and shape it? "Appealing to managers to change behaviors, thinking, values, and beliefs rarely works. Culture-changing activities such as white-water rafting, rock climbing, paint-ball wars, sensitivity training, and other team-building exercises alone rarely have long-lasting effects. Spirits may be lifted or behavior changed for a while, but managers soon fall prey to the same old organizational structures, incentives, processes, and controls." But if direct appeals or focus on culture don't work, what will?

Information retrieved from:
http://executiveeducation.wharton.upenn.edu/thought-leadership/wharton-at-work/2011/09/four-steps-culture-change#sthash.1u88QiAg.dpuf

Assessment

Lesson 12 Discussion

Give examples, from your own experiences, of the four leadership skills that can help to reclaim a culture of respect and productivity. Describe what was effective and what wasn't and give examples regarding how you, as a leader, would improve or increase the beneficial effects of these four skills.