simorgh magazine issue 61, april 2014

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emotional smarts and more and more businesses are looking for these social skills it may be in passing or in liking the candidate. More is needed.

In Part II of this series I will be addressing the topic of toxicity specifically itself. In Part III of this series I will address the challenges for managers to minimize toxicity and instead lay the groundwork for developing what I have called the worthplace. In this way business will foster the best of both worlds: efficiency and effectiveness.

ENDNOTES

(Endnotes)1 The word grok [/rk/] is a word first coined by Robert A. Heinlein for his 1961 science-fiction novel, Stranger in a Strange Land, where it is defined as follows: Grok means to understand so thoroughly that the observer becomes a part of the observedto merge, blend, intermarry, lose identity in group experience. It means almost everything that we mean by religion, philosophy, and scienceand it means as little to us (because of our Earthling assumptions) as color means to a blind man. Cited in: Wikipedia, Grok ; website: http://en.wikipedia.org/wiki/Grok. Accessed: Monday, March 10, 2013.2 Clive R. Boddy, The Corporate Psychopaths Theory of the Global Financial Crisis, Journal of Business Ethics, Volume 102, Issue 2 (August),

2011, pp. 255-259.3 For a real eye-opener, watch the DVD on Enron, Enron: The Smartest Guys in the Room (2005), or read the book: Bethany McLean, Peter Elkind and Joe Nocera (Foreword). The Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron. New York: Portfolio Trade (part of Penguine Group (USA)), 2013, 480 pages.4 Peter J. Frost. Toxic Emotions at Work and What You Can Do About Them. Cambridge, Mass.: Harvard Business Press, 2007, p. 35. Italics in the text. See also C.R. Boddy, The Dark Side of Management Decisions: Organisational Psychopaths, Management Decision, Volume 44, Issue 9/10, 2006, pp. 1461-1475.

5 Michael Walton, In Consideration of a Toxic Workplace: A Suitable Place for Treatment, in Andrew Kinder, Rick Hughes and Cary L. Cooper (Eds.). Employee Well-Being Support: A Workplace Resource. Southern Gate, Chichester, 2008, p. 9.

6 Peter J. Frost. Toxic Emotions at Work and What You Can Do About Them. Cambridge, Mass.: Harvard Business Press, 2007, p. 14.

7 Peter J. Frost, Emotions in the Workplace and the Important Role of Toxic Handlers, IVEY Business Journal, March/April 2006, p. 1.8 Edward Wong, A Stinging Office Memo Boomerangs; Chief Executive Is Criticized After Upbraiding Workers by E-Mail, New York Times, Friday, April 5, 2001. Website: http://www.nytimes.com/2001/04/05/business/stinging-office-memo-boomerangs-chief-executive-criticized-after-upbraiding.html?partner=rssnyt&emc=rss&pagewanted=all. Accessed Friday, March 21, 2014. See also John Spears, TTC Chair Apologizes for Hastily Composed Email, Toronto Star, May 8, 2008; Rosie DiManno, When Email Critics Can Be Corrosive and Uncivil, Toronto Star, Wednesday, January 13, 2010. For additional research, see: Gro Ellen Mathisen, Stale Einarsen and Reidar Mykletun, The Relationship Between Supervisor Personality, Supervisors Perceived Stress and Workplace Bullying, Journal of Business

Ethics, Volume 99, 2011, pp. 637-650; Stale Einarsen, Helge Hoel, Dieter Zapf and Cary Cooper (Eds.). Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice. Taylor & Francis Group, Boca Rotan: CRC Press, 2011, 512 pages.9 A Stinging Office Memo Boomerangs, New York Times, Friday, Thursday, April 5, 2001.10 I use the term supposed because in Pattersons mind, the memo was only for his 400 managers, not the whole 3,100 employees in the organization!!! But, even so, business professors and experts not only disapproved of his angry tone, but also his mode of communication. 11 A Stinging Office Memo Boomerangs, New York Times, Friday, Thursday, April 5, 2001.

Michael E-mail: [email protected] Mobile: (613) 898-7733

How Toxic Can This Place Get?

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that was supposed to go to 400 of his managers. According to Neal L. Patterson, Cerners 51-year-old chief executive officer, a man many described as arrogant, candid and passionate, he was trying to light a fire under these managers; instead, a firestorm erupted! The question Im sure youre asking is, What was in that e-mail? Instead of simply going to his 400 managers, given his anger and lack of impulse control, in pressing the Send button, it went to all 3,000 employees! The e-mail message was leaked and posted on Yahoo. Its belligerent tone surprised thousands of readers, including analysts and investors. In the stock market, the valuation of the company, which was $1.5 billion on March 20, plummeted 22 percent in three days. How belligerent, you ask? Well, in the e-mail [t]here were words in all capital letters like SICK and NO LONGER. There were threats of layoffs and hiring freezes and a shutdown of the employee gym. Patterson listed six potential punishments if his [supposed10] managers did not improve performance and that hell will freeze over before he allowed any more employee benefits! Besides he wanted the parking lot substantially full from 7:30 am till 6:30 pm every day and half-full on Saturdays!!! Heres what he wrote:

We are getting less than 40 hours of work from a large number of our K.C.-based EMPLOYEES. The parking lot is sparsely used at 8 a.m.; likewise at 5 p.m. As

managers you either do not know what your EMPLOYEES are doing; or you do not CARE. You have created expectations on the work effort which allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a problem and you will fix it or I will replace you.

NEVER in my career have I allowed a team which worked for me to think they had a 40-hour job. I have allowed YOU to create a culture which is permitting this. NO LONGER. You have two weeks, he said. Tick, tock.

According to the New York Times article,11 the memo sadly created an atmosphere of fear, but not really specifying what was wrong. Its the corporate equivalent of whips and ropes and chains, said the noted Jeffrey Pfeffer, a professor at the Stanford University Graduate School of Business. It puts you at war with your employees and with your basic tendencies in human nature.

Some of you may be saying, Well, he had to do something! Perhaps. But what a mess, emotionally and financially that he created. The big question for many business people after the laughter and after this event died down a few years ago was the important business question: Would you invest in Cerner knowing that the ship was being steered by a

captain like Patterson? If nothing else, investors did think twice about investing. From all perspectives the company was doing well financially, but ignorance of, or unawareness of, the emotional intelligence that is so dynamically required in the workplace, but which was missing at least in this incident can quickly lead to financial loss in Cerners case, 22% or $330 million dollars in 3 days!!! And who says emotions are unimportant? And that business should rather be rational, especially in its decision making processes!!!

I have talked about the critical importance of emotional intelligence and the skillfulness managers and CEOs must imbue and practice in their day-to-day operations. In no way does this comment preclude the necessity of making an organization profitable. Its the how that is critical. A manager can be efficient in what he/she does; a manager is effective is how he/she does the managing. So very often one reads or hears the comment about someone being so smart. Thats all well and good. However, the smartness is usually referring to cognitive or intellectual smartness. What is often more important is the emotional smartness that a manager or CEO lives, breathes, and works by. Sadly, the school education system does not always and formally integrate and teach both intellectual and emotional smarts. One is often considered a hire for business based only on the applicants knowledge of the job. If attention is paid to


61



Cultivating Leaders for the New

Worthplace

Dr. Michael RockLicensed Emotional Intelligence Facilitator

Professor (Adjunct, ret.), Ethics and Leadership University of Guelph, OntarioSimorgh Magazine, April 2014

PART I

Sometimes it is difficult for some of us to believe what we hear about the workplace! I think for many of us we say that we are aware of some rough spots or rough times in different workplaces but that if the employee just hangs in there, he/she will get through it all! Perhaps comforting words at times, maybe not so very comforting for the employee! The workplace for many is not a happy place to be and is quite stressful.

These past few years I have been privy to a number of people who have described whats going on in terms of relationship dynamics in their workplaces. For me it was almost impossible to grok what they were telling me.1 I had heard about many personal tragedies and sufferings. A real eye-opener was the psychopathic and/or bullying behaviour that has gone on in organizations over the past 20 years,2 from Enron3 and others. Such behaviour creates toxic conditions that thrive. As in any abusive personal relationship

it becomes very difficult for the abused person to disentangle him/herself from the abuser. Sadly, the abused person often thinks that if only they improve their behaviour then the abuse will stop. They often blame themselves for the abuse! That they may in fact deserve it!

Heres a true story that you may or may not believe!

Ryan was a senior manager who kept two fishbowls in the office. In one were goldfish; in the other, a piranha. Ryan asked each of his staff to pick out the goldfish that was most like themselves (the spotted one, the one with a deeper color, and so forth). Then, when Ryan was displeased with someone, he would ask the person to take his or her goldfish out of the bowl and feed it to the piranha.4

Ryan, an actual person, is a toxic manager. His modus operandi, with its assumptions, perceptions and actions create not only severe organizational toxicity but also a severe impetus for disengagement by employees. Walton defines a toxic organization as one within which behaviours which poison, are disruptive, destructive, exploitive, dysfunctional and abusive are pervasive and tolerated.5

Some of you may be thinking that the Ryan case (above) is a gross exception. However, if you think the above case example is outrageous, there are many, many more case examples available in todays workplaces. Toxicity is seen as the by-product of organizational life when employees are devalued through unreasonable demands, abusive behaviour, discrimination, disruptive colleagues and change that is poorly managed. Frost refers to these negative tactics as confidence-sapping, esteem-draining pain6 that occur regularly as an occupational hazard.7

How about the following outrageous example of organizational toxicity8: the date was March 13, 2001, involving the CEO of the Cerner Corporation, based in Kansas City, Mo., and his 3,100 employees worldwide.9 This particular CEO was very angry with what he considered lack of caring for the organization by employees. Hence, he drafted an e-mail memo


61


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MONTREAL

WWW.SIMORGHMAGAZINE.COM Vol. 4 - Issue 61 - April 2014

OTTAWA'S PERSIAN PUBLICATION

Barbara Samsami Mortgage Agent

2.45% INTEREST

RATE

variable rate as low as

OAC

M13001459

Cell: (613) 327-0138

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simorgh magazine issue 61, april 2014

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