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Breaking Bad: Creating a Culture of Civility and Professionalism

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–– Correcting and preventing negative behaviors to minimize
business, safety and legal risks.
–– Developing a cultural perspective for promoting and
sustaining civility and professionalism.
–– Understanding the specific elements that define
workplace culture and develop a plan of action to create
a culture that welcomes concerns and discourages
bad behavior.

Published in: Education
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  • Download or read that Ebooks here ... ......................................................................................................................... DOWNLOAD FULL PDF EBOOK here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download EPUB Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... Download Doc Ebook here { http://bit.ly/2m6jJ5M } ......................................................................................................................... .........................................................................................................................
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Breaking Bad: Creating a Culture of Civility and Professionalism

  1. 1. Breaking Bad: Creating a Culture of Civility and Professionalism Tucker Miller, Esq. Assistant Vice President ELI, Inc. Society for Corporate Compliance and Ethics Las Vegas October 2015
  2. 2. ELI, Inc. www.eliinc.com info@eliinc.com is AssistantVice President of Client Consulting at ELI® and a Certified Master Facilitator. She has worked throughout the US, as well as in Canada and Europe. She has extensive experience in the field of labor and employment law and human resources, and served in various leadership and legal positions for a Fortune 500 company for nearly 20 years. She also provides executive coaching and is a featured presenter at national conferences. A member of theWashington State Bar Association, Ms. Miller is licensed to practice law in the state of Washington. Tucker Miller, Esq.
  3. 3. Bad Behavior
  4. 4. Bad Behavior at Work: Prevent, Detect, Correct Outcomes of Uncivil Behavior • Decreased Productivity • Low Morale • Lack of Collegiality • Recruitment/Retention Challenges • Reduced Engagement • Negative Safety Impact • Decline in Service • Distrust • Safety Issues • Lack of Concentration • Lawsuits and Claims Illegal Abusive/Bullying Dismissive/Unwelcoming Rude/Unprofessional
  5. 5. Bad Behavior in the Workplace: Survey Says . . . . 6. People who behave aggressively or who bully others 7. Littering 8. Misusing handicapped privileges 9. Smoking in nonsmoking places or smoking in front of nonsmokers without asking 10. Using cellphones or text- messaging in mid- conversation or during an appointment or meeting 1. Employment discrimination 2. Erratic/aggressive driving that endangers others 3. Taking credit for someone else's work 4. Treating service providers as inferiors 5. Mocking race, gender, age, disabilities, sexual orientation or religion
  6. 6. THINK INCIVILITY IS A PROBLEM IN THE WORKPLACE? % SOURCE: The Workplace Bullying Institute OF YOUR EMPLOYE ES DO.
  7. 7. SOURCE: The Workplace Bullying Institute 60%OF EMPLOYEES ARE STRESSED OUT AT WORK DUE TO UNCIVIL BEHAV
  8. 8. OF MANAGER’S TIME IS SPENT DEALING WITH 20- 40% SOURCE: The Cost of Bad Behavior, Pearson and Porath, 2009 UNPRODUC TIVE OR UNNECESS ARY CONFLI
  9. 9. BULLYI NG OCCU RS SOURCE: The Workplace Bullying Institute 4XMORE THAN ILLEGAL HARASS MENTAN D 40%OF VICTIM SNEVER SPEAK UP
  10. 10. SAY THEY’VE EXPERIENCED 95% OF PEOPLERUDENESS AT WORK. MAYBE IT TAKES MORE THAN TACKING YOUR CORPORATE VALUES ON A WALL TO CHANGESOURCE: The Cost of Bad Behavior, Pearson and Porath, 2009
  11. 11. LEADER S EMPLOYE ESPUBLIC ENGAGEMENT REPUTATION REVENUE TRUST INCLUSION DEVELOPMENT TALENT VALUES The Viral Spread Of Uncivil Behavior CULTURE OPPORTUNITY RETENTION CREDIBILITY COLLABORATION SUCCESSION
  12. 12. FIND OUT THE REAL REASONBAD BEHAVIO R HAPPENS IN YOUR
  13. 13. Hotline Reports Employee Relations Issues/Complaints Employee Surveys Focus Groups Employee and Leader Forums Litigation Reports Exit Surveys Training Observations
  14. 14. WHERE DATA INTERSECTS WITHRESPONSI BILITY WHERE CULTURE MEETS ACCOUNTA BILITY
  15. 15. Handout
  16. 16. CULTURE Vision/Mission Values Code, Policies Procedures Brand, Reputation Leaders
  17. 17. A Cultural Approach to Civility and Professionalism
  18. 18. Engage Leaders First • Make civility, not just compliance, a core commitment and a strategic objective • Engage leaders to model and communicate cultural norms and expectations • Develop leaders and hold them to consistent standards Leadership and learning are indispensable to each other. John F. Kennedy
  19. 19. Build an Open Culture
  20. 20. HOW TO PUT A WELCOME IN FRO NT OF YOU R OPEN DO POLICY
  21. 21. Welcoming Employee Concerns LEAD BY EXAMPL E. BE AVAILABLE AND APPROACH ABLE. BUILD A CULTURE BASED ON DAILY BEHAVIORS AND INTERACTIONS. BE RESPONSI VE. Video
  22. 22. Create a Welcoming Environment
  23. 23. Focus on Behaviors, Keep it Simple • Provide written standards that are readily available • Demonstrate expectations • Deliver learning experiences to enhance understanding and skill-development +
  24. 24. Make it Matter • Develop leaders to be ambassadors of organizational culture who can credibly hold people accountable and reliably model expectations • Encourage feedback and open dialogue to promote an open culture where concerns are welcome and problems can be quickly resolved
  25. 25. Respectful Reliable Can-Do Professional Accountable Open to Feedback  Consistently follow up and reinforce standards and expectations  Highlight positive examples
  26. 26. CULTURAL REVOLUTION ? ARE YOU REA DY FOR A
  27. 27. Civility and Professionalism: The Tipping Point A tipping point is a time when a group – or a large number of group members – rapidly and dramatically changes its behavior by widely adopting a previously rare practice.
  28. 28. 2 conversations/day 1 month/22 days 151 Civility and Professionalism: The Tipping Point
  29. 29. Teamwor k RespectTrust Open & Transparent What should we be talking about?
  30. 30. Teamwor k Open & Transparent RespectTrust
  31. 31. 2 conversations/day 1 month/22 days 44 151 The Tipping Point
  32. 32. 176 151 2 conversations/day 4 people1 month/22 days The Tipping Point
  33. 33. 2 conversations/day 1 month/22 days 50 people 2,200 The Tipping Point 151
  34. 34. FROM LEGAL CASE TO BUSINESS CASE
  35. 35. Breaking Bad: Creating a Culture of Civility and Professionalism Tucker Miller, Esq. Assistant Vice President ELI, Inc. Society for Corporate Compliance and Ethics Las Vegas October 2015

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