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1 Sheila K Consulting, Inc.© 2018

Cultivating a Workplace of Civility and Respect – It Starts at the Top! Sheila Krejci, M.Ed. HRD, Author, Master Facilitator and Chief Storyteller inspires business owners, leaders, teams and other professionals to ACTION! Integrating foundational adult learning theory with practical application is the hallmark of Sheila’s engaging style with individuals and audiences. Author of Leaders are Responsible for Civility in the Workplace and The Engaging Expert: Best Practices for Occasional Presenters and Accidental Trainers, Sheila has been an adjunct staff member of the University of Minnesota, the University of St. Thomas, the University of Arizona and the Partners in Education in Minnesota as well as award winning authorized partner of Wiley Publishing’s Everything DiSC© and Five Behaviors of a Cohesive Team™ professional development tools. As consultant to the League of Minnesota Cities, Sheila’s courses “Cultivating a Respectful Workplace” and “Your Role (Supervisors and Leaders) in Cultivating a Respectful Workplace” have been applauded by diverse audiences including Public Safety professionals-- police and fire officers, municipal utilities, maintenance and administrative services, Mayors and City Councils and corporate audiences in many industries. Sheila recently spoke at the HR Tomorrow and Women’s Leadership Conferences at the Carlson School of Management, University of Minnesota and the National League of Cities Annual Conference.

Sheila Krejci, M.Ed. HRD

Sheila K Consulting, Inc. www.sheilaktraining.com

[email protected]

651-402-1274

mailto:[email protected]


Respectful Behaviors Reality Check

How often do you exhibit these behaviors in your workplace? Who handles these behaviors well? What can you learn from observing them?

Behavior Rarely Often I can do better!

Who in my workplace handles this more respectfully? How?

Demonstrate interest in others’ opinions that are different from mine

Actively engage the differences and diverse perspectives of others even as they are in conflict

Accept constructive feedback from colleagues, constituents, customers or others

Thank others for their contributions to the team and the organization’s collective results

Intervene when others are using inappropriate language or tone of voice

Use sarcasm inappropriately

Passionately debate others during meetings

Accept credit for team performance knowing that others did the majority of the work

Interrupt others during conversation

Withhold constructive feedback to someone on my team who is a high performer or well liked as an informal leader

Make excuses for others’ harsh or even abusive language or behavior

Know our policies and reporting process for inappropriate and especially illegal behavior in the workplace

Model my organization’s standards of expected behaviors for professionalism, respect and civility


Examples of Workplace Incivility

Examples of Workplace Incivility

Taking individual credit for collaborative efforts

Passing blame for personal mistakes

Sending bad news through email rather than delivering face to face

Talking down to others

Failing to listen

Email or texting during meetings

Setting others up for failure

Showing little interest in others’ opinions

Interrupting others’ conversations

Failing to return phone calls/emails

Leaving short/snippy voice mail messages

Leaving a mess for others to clean up

Consistently grabbing easy task leaving others more difficult ones

Taking resources others need or delaying access to resources or information

Making demeaning comments or derogatory remarks

Using sarcasm repeatedly

Temper tantrums or emotional outbursts

Degrading others online—Facebook, LinkedIn, Twitter

Ignoring others’ time constraints even when known

Arriving late to appointments- meetings

Gathering items to leave meetings before a speaker has finished

Talking loudly in common areas

Non-verbal expressions (i.e. eye rolling, smirk)

Ignoring others who are engaged in inappropriate behavior

Incivility is the exchange of seemingly inconsequential inconsiderate

words and deeds that violate conventional norms of workplace conduct.

Christine Pearson & Christine Porath The Cost of Bad Behavior

Your Ideas


Examples of Retaliatory Behavior or Adverse Action Casually Connected to Complaint

Withholding information or invitation to typical meetings or events

Shutting someone out of a network or team

Avoiding someone intentionally

Refusing to work on team, project or with a former colleague

Providing insufficient or inaccurate information intentionally

Gossiping about someone

Complaining to others about a coworker being provided an accommodation

Transfer to undesirable location

Change or reduction in role, responsibilities or duties

Required to perform duties not associated with job role or as completed

by others with same job role

Inappropriate or overly harsh discipline not fitting performance

Uninvited to meetings typically attended

Left out of written communications when typically included

Not approved for typically authorized expenses

Not approved for development opportunities as others with same role

Receiving inaccurate and/or inadequate performance evaluation

Passed over for promotion

Demotion in job title or role

Termination

Your Ideas


RISK and RESPONSES for WORKPLACE HARASSMENT

Risk Factor Risk Factor Indicia

Why This is a Risk Factor for Harassment

Risk Factor-Specific

Strategies to Reduce

Harassment

Homogenous workforce

Historic lack of diversity in the workplace Currently only one minority in a work group (e.g., team, department, location)

Employees in the minority can feel isolated and may actually be vulnerable to pressure from others. Employees in the majority might feel threatened by those they perceive as "different" or "other," or might simply be uncomfortable around others who are not like them.

Increase diversity at all levels of the workforce, with particular attention to work groups with low diversity. Pay attention to relations among and within work groups.

Workplaces where some

employees do not conform to

workplace norms

"Rough and tumble" or single-sex-dominated workplace cultures Remarks, jokes, or banter that are crude, "raunchy," or demeaning

Employees may be viewed as weak or susceptible to abuse. Abusive remarks or humor may promote workplace norms that devalue certain types of individuals.

Proactively and intentionally create a culture of civility and respect with the involvement of the highest levels of leadership. Pay attention to relations among and within work groups.

Cultural and language

differences in the workplace

Arrival of new employees with different cultures or nationalities Segregation of employees with different cultures or nationalities

Different cultural backgrounds may make employees less aware of laws and workplace norms. Employees who do not speak English may not know their rights and may be more subject to exploitation. Language and linguistic characteristics can play a role in harassment.

Ensure that culturally diverse employees understand laws, workplace norms, and policies. Increase diversity in culturally segregated workforces. Pay attention to relations among and within work groups.

Coarsened Social Discourse

Outside the Workplace

Increasingly heated discussion of current events occurring outside the workplace

Coarsened social discourse that is happening outside a workplace may make harassment inside the workplace more likely or perceived as more acceptable.

Proactively identify current events-national and local- likely to be discussed in the workplace. Remind all of the conduct that is






Harassment

unacceptable in the workplace.

Young workforces

Significant number of teenage and young adult employees

Employees in their first or second jobs may be less aware of laws and workplace norms. Young employees may lack the self-confidence to resist unwelcome overtures or challenge conduct that makes them uncomfortable. Young employees may be more susceptible to being taken advantage of by coworkers or superiors, particularly those who may be older and more established in their positions. Young employees may be more likely to engage in harassment because they lack the maturity to understand or care about consequences.

Provide targeted outreach about harassment in high schools and colleges. Provide orientation to all new employees with emphasis on the employer's desire to hear about all complaints of unwelcome conduct. Provide training on how to be a good supervisor when youth are promoted to supervisory positions.

Workplaces with "high

value" employees

Executives or senior managers Employees with high value (actual or perceived) to the employer, e.g., the "rainmaking" partner or the prized, grant-winning researcher

Management is often reluctant to jeopardize high value employee's economic value to the employer. High value employees may perceive themselves as exempt from workplace rules or immune from consequences of their misconduct.

Apply workplace rules uniformly, regardless of rank or value to the employer. If a high-value employee is discharged for misconduct, consider publicizing that fact (unless there is a good reason not to).

Workplaces with significant

power disparities

Low-ranking employees in org hierarchy Employees with positions usually directed by others, e.g., administrative support staff, nurses, janitors. Gender power disparities.

Supervisors feel emboldened to exploit low-ranking employees. Low-ranking employees are less likely to understand complaint channels (language/education/training insufficiencies). Undocumented workers may be especially vulnerable to exploitation or the fear of retaliation.

Apply workplace rules uniformly, regardless of rank or value to the employer. Pay attention to relations among and within work groups with significant power disparities.






Harassment

Workplaces that rely on

customer service or client

satisfaction

Compensation directly tied to customer satisfaction or client service

Fear of losing a sale or tip may compel employees to tolerate inappropriate or harassing behavior.

Be wary of a "customer is always right" mentality in terms of application to unwelcome conduct.

Workplaces where work is

monotonous or tasks are low-

intensity

Employees are not actively engaged or "have time on their hands" Repetitive work

Harassing behavior may become a way to vent frustration or avoid boredom.

Consider varying or restructuring job duties or workload to reduce monotony or boredom. Pay attention to relations among and within work groups with monotonous or low-intensity tasks.

Isolated workplaces

Physically isolated workplaces Employees work alone or have few opportunities to interact with others

Harassers have easy access to their targets. There are no witnesses.

Consider restructuring work environments and schedules to eliminate isolated conditions. Ensure that workers in isolated work environments understand complaint procedures. Create opportunities for isolated workers to connect with each other (e.g., in person, on line) to share concerns.

Workplaces that tolerate or encourage

alcohol consumption

Alcohol consumption during and around work hours.

Alcohol reduces social inhibitions and impairs judgment.

Train co-workers to intervene appropriately if they observe alcohol-induced misconduct. Remind managers about their responsibility if they see harassment, including at events






Harassment

where alcohol is consumed. Intervene promptly when customers or clients who have consumed too much alcohol act inappropriately.

Decentralized workplaces

Corporate offices far removed physically and/or organizationally from front-line employees or first-line supervisors

Managers may feel (or may actually be) unaccountable for their behavior and may act outside the bounds of workplace rules. Managers may be unaware of how to address harassment issues and may be reluctant to call headquarters for direction.

Ensure that compliance training reaches all levels of the organization, regardless of how geographically dispersed workplaces may be. Ensure that compliance training for area managers includes their responsibility for sites under their jurisdiction Develop systems for employees in geographically diverse locations to connect and communicate.

The strategies outlined in Part Three of this report (e.g., exercising leadership, holding people

accountable for their actions, developing and enforcing effective policies and procedures, and conducting training) will help address all the risk factors listed in this chart. The strategies outlined in the last column

of this chart are designed to address specific risk factors.


Sample Sexual Harassment Policy

______________ is committed to creating and maintaining a work place free of harassment and discrimination. Such harassment is a violation of Title VII of the Civil Rights Act of 1964 and the Minnesota Human Rights Act. In keeping with this commitment, the city maintains a strict policy prohibiting unlawful harassment, including sexual harassment. This policy prohibits harassment in any form, including verbal and physical harassment. This policy statement is intended to make all employees sensitive to the matter of sexual harassment, to express the city’s strong disapproval of unlawful sexual harassment, to advise employees against this behavior and to inform them of their rights and obligations. The most effective way to address any sexual harassment issue is to bring it to the attention of management.

Definitions

To provide employees with a better understanding of what constitutes sexual harassment, the definition, based on Minnesota Statute §363A.03, subdivision 43, is provided: sexual harassment includes unwelcome sexual advances, requests for sexual favors, sexually motivated physical contact, or other verbal or physical conduct or communication of a sexual nature, when:

• Submitting to the conduct or communication is made either explicitly or implicitly a term or condition of an individual’s employment; or

• Submitting to or rejecting the conduct or communication is used as a factor in decisions affecting an individual’s employment; or

• Such conduct or communication has the purpose or result of substantially interfering with an individual’s employment or creating an intimidating, hostile or offensive work environment.

Examples of inappropriate conduct include but are not limited to: unwanted physical contact; unwelcome sexual jokes or comments; sexually explicit posters or pinups; repeated and unwelcome requests for dates or sexual favors; sexual gestures or any indication, expressed or implied, that job security or any other condition of employment depends on submission to or rejection of unwelcome sexual requests or behavior. In summary, sexual harassment is the unwanted, unwelcome and repeated action of an individual against another individual, using sexual overtones as a means of creating stress.

Expectations

________________ recognizes the need to educate its employees on the subject of sexual harassment and stands committed to providing information and training. All employees are expected to treat each other and the general public with respect and to assist in fostering an environment that is free from unwanted harassment. Violations of this policy may result in discipline, including possible termination. Each situation will be evaluated on a case-by-case basis. Employees who feel that they have been victims of sexual harassment, or employees who are aware of such harassment, should immediately report their concerns to any of the following:

• Immediate supervisor; • Administrator; • Board member

In addition to notifying one of the above persons and stating the nature of the harassment, the employee is also encouraged to take the following steps:

1. Make it clear to the harasser that the conduct is unwelcome and document that conversation. 2. Document the occurrences of harassment.


3. Submit the documented complaints to your supervisor, Administrator of a member of the Board. Employees are strongly encouraged to put the complaint in writing.

4. Document any further harassment or reprisals that occur after the initial complaint is made. ________ urges that conduct which is viewed as offensive be reported immediately to allow for corrective action to be taken through education and immediate counseling, if appropriate. Management has the obligation to provide an environment free of sexual harassment. _________ is obligated to prevent and correct unlawful harassment in a manner which does not abridge the rights of the accused. To accomplish this task, the cooperation of all employees is required. ____________will take action to correct any and all reported harassment to the extent evidence is available to verify the alleged harassment and any related retaliation. All allegations will be investigated. Strict confidentiality is not possible in all cases of sexual harassment as the accused has the right to answer charges made against them; particularly if discipline is a possible outcome. Reasonable efforts will be made to respect the confidentiality of the individuals involved, to the extent possible. Any employee who makes a false complaint or provides false information during an investigation may be subject to disciplinary action, up to and including termination.

Retaliation

___________________ will not tolerate retaliation or intimidation directed towards anyone who makes a complaint. Retaliation includes, but is not limited to, any form of intimidation, reprisal or harassment. Any individual who retaliates against a person who testifies, assists, or participates in an investigation may be subject to disciplinary action up to and including termination. Examples of retaliatory behavior include but aren’t limited to withholding needed information or resources from

coworkers, excluding someone from a network or team, refusing to work with a former colleague or modifying

their work environment needlessly.


Sample Respectful Workplace Policy

The intent of this policy is to provide general guidelines about the conduct that is and is not appropriate in the workplace. The company acknowledges that this policy cannot possibly predict all situations that might arise, and also recognizes that some employees are exposed to disrespectful behavior, and even violence, by the very nature of their jobs.

Applicability

Maintaining a respectful work environment is a shared responsibility. This policy is applicable to all company personnel including regular and temporary employees, seasonal workers, volunteers, and Board members.

Abusive Customer Behavior

While the company has a strong commitment to customer service, we do not expect that employees accept verbal abuse from any customer. An employee may request that a supervisor intervene when a customer is abusive, or they may defuse the situation themselves, including ending the contact. If there is a concern over the possibility of physical violence, a supervisor should be contacted immediately. When extreme conditions dictate, 911 may be called. Employees should leave the area immediately when violence is imminent unless their duties require them to remain. Employees must notify their supervisor about the incident as soon as possible.

Types of Disrespectful Behavior

The following types of disrespectful behaviors cause a disruption in the workplace and are, in many instances, unlawful: Violent behavior: includes the use of physical force, harassment, or intimidation. Discriminatory behavior: includes inappropriate remarks about or conduct related to a person’s race, color, creed, religion, national origin, disability, sex, marital status, age, sexual orientation, or status with regard to public assistance. Offensive behavior: may include such actions as: rudeness, angry outbursts, inappropriate humor, vulgar obscenities, name calling, disrespectful language, or any other behavior regarded as offensive to a reasonable person. It is not possible to anticipate in this policy every example of offensive behavior. Accordingly, employees are encouraged to discuss with their fellow employees and supervisor what is regarded as offensive, taking into account the sensibilities of employees and the possibility of public reaction. Although the standard for how employees treat each other and the general public will be the same throughout the city, there may be differences between work groups about what is appropriate in other circumstances unique to a work group. If an employee is unsure whether a particular behavior is appropriate, the employee should request clarification from their supervisor or the city administrator. Sexual harassment: can consist of a wide range of unwanted and unwelcome sexually directed behavior such as unwelcome sexual advances, requests for sexual favors, sexually motivated physical contact, and other verbal or physical conduct or communication of a sexual nature when:

• Submitting to the conduct or communication is made either explicitly or implicitly a term or condition of an individual’s employment; or

• Submitting to or rejecting the conduct or communication is used as a factor in decisions affecting an individual’s employment; or

• Such conduct or communication has the purpose or result of substantially interfering with an individual’s employment or creating an intimidating, hostile or offensive work environment.


Sexual harassment includes, but is not limited to, the following: • Unwelcome or unwanted sexual advances. This means stalking, patting, pinching, brushing up against,

hugging, cornering, kissing, fondling or any other similar physical contact considered unacceptable by another individual.

• Verbal or written abuse, kidding, or comments that are sexually-oriented and considered unacceptable by another individual. This includes comments about an individual’s body or appearance where such comments go beyond mere courtesy, telling “dirty jokes” or any other tasteless, sexually oriented comments, innuendos or actions that offend others.

• Requests or demands for sexual favors. This includes subtle or obvious expectations, pressures, or requests for any type of sexual favor, along with an implied or specific promise of favorable treatment (or negative consequence) concerning one’s current or future job.

Possession and Use of Dangerous Weapons

Possession or use of a dangerous weapon (see attached definitions) is prohibited on company property, in company vehicles, or in any personal vehicle, which is being used for company business. This includes employees with valid permits to carry firearms. The following exceptions to the dangerous weapons prohibition are as follows:

Employees legally in possession of a firearm for which the employee holds a valid permit, if required, and said firearm is secured within an attended personal vehicle or concealed from view within a locked unattended personal vehicle while that person is working on city property.

Employee Response to Disrespectful Workplace Behavior

Employees who believe that disrespectful behavior is occurring are encouraged to deal with the situation in one of the ways listed below. However, if the allegations involve violent behavior, sexual harassment, or discriminatory behavior, then the employee is responsible for taking one of the actions below. If employees see or overhear a violation of this policy, they are encouraged to follow the steps below.

1. Politely, but firmly, tell whoever is engaging in the disrespectful behavior how you feel about their actions. Politely request the person to stop the behavior because you feel intimidated, offended, or uncomfortable. If practical, bring a witness with you for this discussion.

2. If you fear adverse consequences could result from telling the offender or if the matter is not resolved by direct contact, go to your supervisor or administrator. The person to whom you speak is responsible for documenting the issues and for giving you a status report on the matter no later than ten business days after your report.

3. In the case of violent behavior, all employees are required to report the incident immediately to their supervisor, administrator, or local Police Department. Any employee who observes sexual harassment or discriminatory behavior, or receives any reliable information about such conduct, must report it within two business days to a supervisor or the administrator.

4. If, after what is considered to be a reasonable length of time (for example, 30 days), you believe inadequate action is being taken to resolve your complaint/concern, the next step is to report the incident to the administrator or a member of the Board.

Supervisor’s Response to Allegations of Disrespectful Workplace Behavior

Employees who have a complaint of disrespectful workplace behavior will be taken seriously. In the case of sexual harassment or discriminatory behavior, a supervisor must report the allegations within two business days to the city administrator, and an investigation will be conducted. A supervisor must act upon such a report even if requested otherwise by the victim. In situations other than sexual harassment and discriminatory behavior, supervisors will use the following guidelines when an allegation is reported:

1. If the nature of the allegations and the wishes of the victim warrant a simple intervention, the supervisor may choose to handle the matter informally. The supervisor may conduct a coaching session with the


offender, explaining the impact of his/her actions and requiring that the conduct not reoccur. This approach is particularly appropriate when there is some ambiguity about whether the conduct was disrespectful.

2. If a formal investigation is warranted, the individual alleging a violation of this policy will be interviewed to discuss the nature of the allegations. The investigator will obtain a description of the incident, including date, time and place, and the following: • Corroborating evidence. • A list of witnesses. • Identification of the offender.

3. The supervisor must notify the administrator about the allegations. 4. As soon as practical after receiving the written or verbal complaint, the alleged policy violator will be

informed of the allegations. The alleged violator will have the opportunity to answer questions and respond to the allegations.

5. After adequate investigation and consultation with the appropriate personnel, a decision will be made regarding whether or not disciplinary action will be taken.

6. The alleged violator and complainant will be advised of the findings and conclusions as soon as practicable.

Special Reporting Requirements

When the supervisor is perceived to be the cause of a disrespectful workplace behavior incident, a report will be made to the administrator who will assume the responsibility for investigation and discipline. If the administrator is perceived to be the cause of a disrespectful workplace behavior incident, a report will be made to the mayor and/or city councilmember, who will confer with the city attorney, regarding appropriate investigation and action. If a Board member is perceived to be the cause of a disrespectful workplace behavior incident involving company personnel, the report will be made to the administrator and referred to the company attorney who will undertake the necessary investigation. The company attorney will report his/her findings to the Board, which will take the action it deems appropriate. Pending completion of the investigation, the administrator may at his/her discretion take appropriate action to protect the alleged victim, other employees, or citizens.

Confidentiality

A person reporting or witnessing a violation of this policy cannot be guaranteed anonymity. The person’s name and statements may have to be provided to the alleged offender. All complaints and investigative materials will be contained in a file separate from the involved employees’ personnel files. If disciplinary action does result from the investigation, the results of the disciplinary action will then become a part of the employee(s) personnel file(s).

Retaliation

Consistent with the terms of applicable statutes and company personnel policies, the company may discipline any individual who retaliates against any person who reports alleged violations of this policy. The company may also discipline any individual who retaliates against any participant in an investigation, proceeding or hearing relating to the report of alleged violations. Retaliation includes, but is not limited to, any form of intimidation, reprisal, or harassment. Examples of retaliatory behavior include but aren’t limited to withholding needed information or resources from

coworkers, excluding someone from a network or team, refusing to work with a former colleague or modifying

their work environment needlessly.


Documentation Guide to Encourage Organizational Values of Civility and Respect

During Performance Conversations

Provides feedback in a timely, constructive way with potential solutions or options

Demonstrates inclusion and listening for understanding when others’ offer diverse perspectives in

meetings

Includes others in planning then executing projects where they can contribute specific expertise

Listens to others’ objections or challenges fully before responding

Provides support to other team members when time allows

Arrives on time and prepared to contribute fully at meetings and appointments

Shares information and resources to others whose success relies on these contributions

Documents experiences with colleagues and customers

Acknowledges others with words like “please” and “thank you” often with colleagues and customers

Helps the team meet its goals and action steps even at the cost of individual actions

Accepts constructive criticism while making behavioral changes based on the feedback

Uses affirming language when working with colleagues and customers

Speaks clearly, using uncomplicated words and avoiding slang when talking with colleagues, vendors and

customers

Separates the person from the issue when working to resolve differences with others

Shows interest and takes the time to learn how people who are

different, want to be treated

Attends to building skills to hold others accountable for workplace

respect through professional development activities like Respectful

Workplace Training and Coaching

Add your ideas here:


1. What do civility and incivility look like on our

team/in our department or organization? How

has that changed?

2. How does civility affect individuals/employees/our

team? What about our

Board/Clients/Customers/Investors?

3. How am I acting? Am I civil? What am I doing and

saying that may spread less than civil behaviors?

4. What are the strengths of each of us on this team

in order to spread a message of

courtesy/respect/trust?

5. What might be our individual blind spots around

respect in this workplace?

6. How do our potential biases affect this

team/department/organization?

7. Are there certain people in our workplace that are

at a disadvantage?

8. What can we do to be more inclusive or diverse in

our organization?

9. What do our current policies and processes say

about behavioral expectations around respect?

10. What is our current reporting procedure for those

who are feeling uncomfortable or intimidated by

others in the workplace?

11. What is retaliation and how are we addressing

this for our staffs?

12. How are we holding one another accountable for

our vision and values? During daily operations?

During performance discussions?

13. How can we build skills around providing

appropriate feedback to one another?

Discussion

Starters

for Your

Team or

Organization


Commitment to Increase My Self Awareness and Skills

Action Who can support me? When will I do this?

Attend an event or rent a movie or documentary about other cultural lifestyles. Share my observations with others comparing how I live with what I’ve seen.

Make a list of things I do or hear others say that might be considered stereotypes of other people. Review the list and write what I believe a person in another protected class might say about these comments.

Write down my fears/concerns about a specific group, (i.e. ethnic, handicapped, age, position of power) that has, in the past, made me uncomfortable or anxious and prevented me from expressing curiosity or even associating with them

Ask someone who knows me well for feedback about my inability to interact with people of diverse backgrounds Listen without defending my actions. Create a plan to act on what I can do to improve

With a trusted friend or colleague, practice the steps to acknowledge inappropriate behavior then demand it stop. Use respectful but challenging language with consequences for the individual

Review my organization’s behavioral expectations and harassment reporting procedures and challenge my coworkers to do the same.

Learn the specific definitions of protected classes and protected activities in my organization’s policies. Teach someone these terms and how they relate to my organization specifically.


My COMMITMENTS & NOTES