www.ceotodaymagazine.com 30 SPECIAL FEATURES A business is nothing without its people. But workplace discrimination, bullying and harassment are rife in the UK and are affecting staff morale and harming performance. Far from being the odd isolated incident, we have seen a string of business leaders, organisations, and whole sectors come under fire for inappropriate treatment of staff. From Google and Amnesty International to the NHS and Westminster, few sectors are immune. What should CEOs do to tackle bullying and harassment and build more respectful work environments? of bullying and harassment and how to tackle it, the tone is set from the top. To set the right tone, leaders must focus on their behaviour and that of the senior team. They are important role-models for the entire organisation. If these observed and perceived behaviours are appropriate and positive, the organisation and its people will follow. CEOs need to do three things: One – Start with self-awareness The first step is for CEOs to examine who they are and what they stand for, and, as importantly, they must also know what they don’t stand for. What behaviour do they want to promote? Conversely, what do they see as inappropriate behaviour – and what will not be tolerated under any circumstances? It is only by assessing and understanding their own core values that CEOs and senior leadership teams can begin to set the tone for the wider organisation, by modelling the behaviours they aim to promote. They also need to understand the First, what’s the issue? Bullying is the second biggest workplace concern after stress, according to a TUC survey last year. A separate study by the University of Manchester found that almost half (47%) of employees have witnessed bullying at work. Research shows that the most common type of bullying is by a manager towards a subordinate. What’s more, media stories frequently focus on CEOs and business leaders who are accused of bullying and harassment. What are the consequences? The performance-driven nature of many businesses has blurred the line between exacting standards and bullying. Discrimination, harassment and bullying at work not only have a damaging impact on the mental and physical wellbeing and performance of the victims, but also on the morale and productivity of colleagues and the wider team. If left to fester, bullying and harassment create a toxic culture that permeates an entire organisation. Talented staff might leave the business. Word might spread. Customers and investors might think twice before deciding where to place their money. For CEOs wanting to lead high performing teams and successful organisations, they must root out discrimination, bullying and harassment. They must instead build a culture of respect and zero tolerance for inappropriate conduct. What do CEOs need to do? CEOs and business leaders are responsible for the climate within their organisation. While everyone in the organisation needs to be aware By Sylvia Sage, Programme Director, Corporate Learning Solutions (CLS) Creating More Respectful Working Environments
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