Blog

Ineffective management, inappropriate behaviour, and poor performance can cross all realms and boundaries of a Business. At the top or bottom of an Organisation bad behaviour can appear in various forms, shapes and ways, disrupting and sometimes creating toxic environments. Everyone is at the mercy of the damaging fallout.  

Heed the warning! Be aware! In a world of changing community standards and expectations in the workplace around diversity, inclusion, safety, bullying and mental health, Executives and leaders who breach rules or overstep the mark can find themselves in hot water. No longer are power and abusive language management tools. CEO’s need to be the best version of themselves at all times and lead by example.  

Simply put, we know effective performance and behaviour management fosters a harmonious and productive workplace that is beneficial for all concerned, employers and employees. To support that, strong systems and structures need to be in place. 

Most importantly, it’s knowing what to do, how to prepare for, address and deal with any issues if they arise. 

The following are common types of Leader bad behaviours.  

• Leadership deficiencies: lack of accountability, micromanagement, constant negativity, self-interest, and avoidance of responsibility.  

• Personality traits: rigid thinking, narcissism, psychopathic tendencies (manipulation, superficial charm), controlling) and being easily frustrated. Bullying is often a management method using exclusion, humiliation, and belittling staff. 

   

• Poor communication: using abusive language, particularly towards staff members, little transparency, and overly reserved are symptoms. Closed doors, not sharing relevant information, or failing to seek input from appropriate others result in dysfunction and disharmony.  

• Legal & ethical breaches: inappropriate relationships, harassment, fraud, theft or making controversial and negative public statements. 

We can identify some causes, why it happens, stress-related, managing-up, or sense of entitlement but that doesn’t excuse bad behaviour. Leaders need to be held accountable and responsible for their words, behaviours and actions. 

The consequences of bad behaviour have repercussions across many domains, including internal culture. Some Team members are personally damaged, there is a loss of employee trust, along with increased unethical behaviour and high turnover. There is no moral or ethical leadership model to follow. 

Fallout! There is reputational damage to the Business, brand, image and associated members. Unfortunately, it is not just the offending Leader that experiences the brunt of bad behaviour. Speak to those who have experienced this, and many feel disappointed, hurt and angry at being caught up in a web of deceit. 

Importantly, it’s knowing what to do, how to prepare for, address and deal with any issues if they arise. 

9 Standards, Tips and Tools  

1. Develop new Behavioural rules for Management. Guidelines to reflect current societal changes in the workplace environment, such as respect, safety, and different management practices and styles. The # MeToo movement and increased awareness of bullying are examples of the shift in modern thinking, attitudes, and expectations.  

2. Implement best practice HR policies, practices and systems to protect all concerned (the Business interests, Executive, Management and Staff). Set the standards high, with clearly articulated protocols, policies and practices to follow. Leave no room for misunderstanding of rules or expectations. 

3. Provide Training for all Members. Back policies with appropriate training. From Executives to cadets, all need to attend training sessions. Interactive Workshops are a great forum to level the playing field, open up conversations and address any misinterpretation. 

4. Implement Reporting mechanisms. Provide a confidential and safe complaints system. Use surveys or tools to engage workers and allow for anonymous responses. CEO’s are not out of bounds or beyond reproach if they transgress or infringe rules of acceptable behaviour. 

5. Heed the warnings, listen, look for signs and patterns, such as ongoing complaints or concerns raised of sexual harassment, aggressive behaviour, regardless of member status. Observe work and behaviours, look for subtle signs, such as degrading remarks or intimidating culture. Act to minimise risk and potential psychological hazards. 

6. Adopt early intervention as appropriate, such as coaching to address issues. If needed, take decisive action such as termination, as bad behaviours rarely correct themselves. Avoid avoidance and letting problems fester. 

7. Accountable Bodies, such as Boards and Committees, must take action and investigate credible allegations or legitimate claims of misbehaviour. 

8. Recruitment. Look for specific traits during the hiring process. Revised psychological testing methods are suggested that go beyond personality to delve deeper to uncover potential behavioural problems. 

9. Engage appropriate professional experts if needed. Seek help. Don’t put off and let small issues develop into unmanageable problems that are harmful to all.