www.ceotodaymagazine.com 31 basic legal framework. Harassment and discrimination are against the law. In the UK, there are 9 protected characteristics, which are defined by the Equality Act 2010: • Age • Disability • Gender reassignment • Being married or in a civil partnership • Being pregnant or on maternity leave • Race, including colour, nationality, ethnic or national origin • Religion or belief • Sex • Sexual orientation (see also www.gov.uk Equality Act guidance) Two – Build the values within the senior team An ideal scenario will involve the CEO and the senior leadership team taking a ‘thinking break’ together. Away from the busyness of their demanding work environments. They can analyse their organisation’s official values and what these actually mean in behavioural terms, or discover, discuss and define the values they espouse for their organisation. After these initial steps, the senior team needs to increasingly involve further leaders within the organisation – using both formal and informal networks – to share these and create a sense of ownership within the organisation. These shared values and desired behaviours will find their way into a Code of Conduct for the team and/or the wider organisation, that fosters care and respect between all staff. This will be effective if it is agreed collaboratively and if all members commit to holding themselves and each other accountable – the Code of Conduct should be the organisation’s playbook that all refer to. This ensures a consistency of message, and that behaviours – both observed and perceived – are appropriate and in line with the culture the CEO and senior leaders want to instil. It also creates a point of reference for behaviours which need to be addressed. It is only by creating a positive, nurturing and safe environment that CEOs and management will be able to develop high performing teams and a truly successful organisation. Three – Reach out to influencers within the organisation Finally, to instil the values throughout the organisation, CEOs and Management must build relationships across the entire organisation. This involves going out onto the shop floor and connecting with the formal and informal networks and influencers within the business. Truly listening to these people will enable leaders to gain important information and understand the culture of their organisation, as it is really lived. They will also understand what they and their management team might need to action or change as a result. These conversations will tell them whether their employees feel safe – we all work best when we don’t feel threatened from within the organisation. The aim? Many of today’s most successful companies promote strong ethical values and pride themselves on being great places to work. They have a loyal and engaged workforce, and a positive impact on a wider audience. Staff who are treated with respect, and feel valued and safe, are far more likely to behave well towards those around them. By focusing first of all on their own behaviour and that of their management, truly listening to their staff, and promoting respectful behaviours, while honestly driving a zero-tolerance policy for inappropriate conduct, CEOs can help to build trust throughout their organisation. Displaying competence, reliability and affinity with their people, CEOs will be able to create a happy and engaged workforce. In so doing, they will boost wellbeing and create a positive and high performing culture – free from discrimination, bullying and harassment.
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