Poor behaviour exhibited by senior leaders sets the tone for everyone, especially if this behaviour is habitual and automatic, and engaged in without the person even realising it. This breeds acceptance that this standard of behaviour is OK for everyone. Just look at ‘The News of the World’ phone hacking scandal as an example.
Addressing such behaviour, which can derail corporate governance, will add value to your organisation, especially when tension, hostility and conflict are common, and individuals or teams are underperforming. Such behaviour can also lead to low levels of employee engagement and a situation where trust has been broken and dissatisfaction sets in.
However, a considered approach to developing ‘best behaviours’ can help. Good initiatives include:
- Developing a mediation service, to help reconcile conflict
- Acknowledging, using and acting upon upward appraisal
- Developing whistle-blowing mechanisms and encouraging their use
- Measuring leaders’ attempts to silence, bully or exclude employees who report misdeeds
- Striking a balance between over and under-governance regulation towards individual accountability.
These initiatives will allow positive beliefs and values to develop. But you do need to take action – and we can help.
Reach us at 07779 345 499, email@example.com
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We have experience in developing senior managers and their teams – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.
Here are some examples of approaches that can be used and tailored to your individual needs:
- Mediation, to address workplace conflict
- Individual coaching
- Special projects, secondments and assignments
- Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
- Personal development activities
- Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
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