Few issues are more challenging as a Manager than to manage the issue of unacceptable and/or inappropriate behaviour.
One of the most asked questions is ‘how do we define bad behaviour in the workplace?’ Then, once defined, how do we deal with the behaviour?
As individuals, we all have a unique tolerance for behaviours we considered appropriate – however we cannot just decide that all behaviour we do not like, or for that matter behaviour that others do not like, as being bad.
As a leader, you need to be able to clearly articulate what behaviour is considered appropriate in your workplace. This consistent definition should be contained in a Policy or Procedure which is well communicated to your workforce and applied consistently. There are many names for these policies including ‘Anti-Discrimination Policy’, ‘Bullying & Harassment Policy’, ‘Equal Opportunity in the Workplace Policy’ or even ‘Code of Conduct’. Whatever you call it, your Workplace Behaviour Policy should clearly set out expected behaviours of anyone working in your organisation, and then be properly implemented and communicated.
Behaviours considered appropriate for your organisation will come from a number of sources, including industrial instruments, legislation, organisation and industry culture. ‘Bad’ behaviour isn’t just about bullying and/or harassment. There are times when people behave in a manner which doesn’t fit under one of these tags, but which is still unacceptable in the workplace and needs to be addressed. This could include aggressive behaviours in meetings, arguments between individuals or intentionally being distracting in workshops.
After you’ve defined the expected standards of behaviour, you then need to be able to manage situations where unacceptable/inappropriate behaviours occur. In these circumstances, its important to focus on the impact the behaviour has had on an individual/s. There are a few simple steps to facilitate effective resolution:
- The person deserves to be told the behaviours they are displaying are inappropriate/unacceptable and negatively impacting others
- As a leader, you need to commit to addressing the issue
- You need to be well prepared for the conversations you need to have – seek out advice/support from your HR department or senior manager
- Be clear about the impacts and consequences of the behaviour
- Offer the individual support and guidance
- Commit to an action plan!
- Reinforce expected behaviours (refer to your ‘Workplace Behaviour Policy’)
If the behaviours remain unaddressed, or escalate, you may need to pursue a formal process within your organisation’s grievance/dispute procedures. Seek HR and legal advice prior to embarking on any formal action.
For HR advice Leadership and Change Consultant’s Renee Anderson is available to assist you and your organisation.