Good Behaviour: Why Do We Struggle With This Basic Expectation?
Good behaviour in the corporate workplace context involves embodying values such as respect, integrity, collaboration, professionalism, accountability, empathy, adaptability, and leadership. These qualities contribute to a positive organisational culture, enhance teamwork and productivity, and ultimately lead to achieving business objectives and success.
Foremost is treating colleagues, clients, and all other stakeholders with courtesy, consideration, and dignity. This involves valuing diversity, listening to other's perspectives, and refraining from discriminatory or offensive language and behaviour. Next, is acting with honesty, transparency, and ethical principles in all professional dealings. This includes being truthful, honouring commitments, and maintaining confidentiality when necessary. Good behaviour entails working cooperatively with others to achieve shared goals and objectives, fostering a spirit of teamwork, supporting colleagues, and constructively resolving conflicts. Further, one must conduct oneself to uphold the standards and expectations of the profession and the organisation. This involves displaying punctuality, reliability, a positive attitude and adhering to relevant policies and procedures.
Accountability is taking responsibility for one's actions, decisions, and outcomes. Good behaviour requires admitting mistakes, learning from failures, striving for continuous improvement and demonstrating empathy and understanding towards the needs, feelings, and perspectives of others. This involves showing compassion, providing support, being receptive to feedback and being flexible and open-minded in response to change, challenges, and new information. Good behaviour entails embracing innovation, seeking growth opportunities, and stepping out of one's comfort zone. Exemplifying leadership qualities, regardless of one's formal position or title. This includes inspiring and motivating others, leading by example, and fostering a culture of trust, empowerment, and accountability.
*Why is this difficult?
The simple expectation of good behaviour remains an elusive ideal for many organisations. Despite efforts by Human Resources departments to ensure the seamless integration of organisational values across all stakeholders, the journey is fraught with challenges and complexities.
One primary reason behind the struggle is human nature's inherent diversity. Each individual brings unique experiences, beliefs, and motivations to the workplace, making establishing a universal code of conduct a formidable task. What may seem like common sense to one person could be interpreted differently by another, leading to discrepancies in behaviour and ethical standards.
Furthermore, the rapid evolution of the modern workplace adds another layer of complexity. With the advent of remote work arrangements, global collaborations, and digital communication platforms, traditional norms of behaviour are being redefined. HR departments find themselves grappling with the challenge of maintaining cohesion and consistency in values across diverse geographical locations and virtual teams.
In addition to internal factors, external influences also play a significant role in shaping organisational behaviour. Social, political, and economic dynamics can exert immense pressure on individuals, leading them to prioritise personal interests over organisational values. For instance, in the wake of the #MeToo movement, organisations worldwide faced reckonings regarding workplace harassment and gender equality, highlighting the pervasive nature of societal issues within corporate environments.
Moreover, the disconnect between rhetoric and action often undermines the credibility of organisational values. Organisations often falter toward values-based behaviour due to systemic shortcomings and human factors. Firstly, inadequate alignment between stated values and organisational practices creates confusion and cynicism among employees, eroding trust in leadership and diminishing the efficacy of value-driven initiatives. Additionally, the absence of robust mechanisms for accountability and enforcement allows deviations from desired behaviour to go unchecked, fostering a culture of impunity and undermining the organisation's integrity. Moreover, the failure to address underlying cultural barriers and unconscious biases perpetuates disparities in treatment and opportunities, further eroding the foundation of values-based behaviour. Lastly, insufficient investment in comprehensive training and development programmes leave employees ill-equipped to navigate ethical dilemmas and uphold organisational values in the face of complex real-world challenges. Ultimately, without a concerted effort to address these fundamental issues, organisations risk succumbing to the pitfalls of values misalignment and ethical lapses, jeopardising their long-term sustainability and reputation.
Cultivating a culture of transparency and accountability is paramount. Employees should feel empowered to speak up about ethical concerns without fear of reprisal. Regular training sessions and workshops can also serve as invaluable tools for reinforcing organisational values and fostering a shared understanding of expected behaviour.
The tone from the top sets the moral compass for an organisation, guiding the behaviour and decisions of employees at all levels. Leaders serve as role models whose actions speak louder than words, influencing the culture and ethical climate of the entire organisation. When leaders consistently demonstrate a commitment to integrity, transparency, and accountability, they foster a culture where these values are espoused and actively embraced. Conversely, a disconnect between the rhetoric of leadership and their actions can breed cynicism and mistrust, eroding employee morale and undermining the effectiveness of value-based initiatives. Therefore, leaders must be vigilant in aligning their behaviour with organisational values, recognising that their actions reverberate throughout the organization, setting the ethical conduct standard.
Ultimately, upholding organisational values is not a destination but a continuous endeavour. It requires unwavering commitment, adaptability, and recognition of every individual's inherent humanity.
