Bruce Daisley, former vice-president of Twitter, spoke at the CIPD Annual Conference and highlighted the “worst things about our jobs”. Toxic cultures. Poor behaviours are accepted. The different types of rudeness and bullying, the pretence of disinterest and the vague feeling of not having a purpose.
Daisley’s Joy of Work raises important questions about the modern workplace. The problems are more widespread because toxic cultures no longer seem to be an exception.
His research revealed that 90% of employees felt “disengaged”. The majority of employees described themselves as being “disconnected”, disillusioned and “overwhelmed”, by the demands placed on them. The old contract between employer and employee is a major problem. People no longer trust their employer to provide long-term financial security. The cost of career flexibility, mobility, and empowerment has been a loss in motivation and commitment.
Daisley’s advice for HR centers around renewing employee involvement through social activities. He also stresses the importance of regular gatherings and ideas such as “pizza meeting” and “crisps on Thursdays”. There should be fewer, shorter meetings that are more focused on work, as well as more autonomy. Also, there should be more ways to foster meaningful relationships and connections between colleagues. He argues that having a close friend at work is the best predictor of increased job engagement. This is followed by receiving positive feedback from your line manager.
The solutions suggested are merely window dressing. While many HR professionals agree that the employees are being pressured by targets, they struggle with uncertainty and no longer feel like they belong to an organization with a common purpose. Many organisations offer social programmes, events or social spaces. Sometimes it is the socializing that causes the most serious incidents and relationship problems.
The toxic culture is not the result of “bad management”. The tough decisions have to be made by managers. Change can be needed, and managers are the ones who have to push through some of the most difficult realities. All of these factors do not mean that a work culture is toxic. Conversations are necessary to resolve minor issues and conflicts between managers and their line reports. Or, at least, no open discussion. Instead there is resentment that eventually leads to argument and relationship breakdown.
Conflict and grievances are not unhealthy. They’re a natural outcome of bringing people from different backgrounds together to form teams. They also show that people care about the work they do and their role. Bullying, demotivation and disengagement occur when there is no dialogue — when power is concentrated on one side. No conversation is happening because of a lack in trust for the organisation, its people, and its culture. This is a major problem.
The goal of organisations should be to create a culture that is “Clear Air”. Employees who have the confidence to speak out and trust that they’ll be heard and understood are more likely to achieve this. The right skills and informal channels are required to achieve this. The option of mediation as an early intervention and not a last-resort; the habit of having open and unscheduled conversations; and the qualities that are needed to make these conversations ‘good,’ whether or not they include challenges and difficult circumstances: listening skills and empathy; and self-awareness.
Good conversations are the foundation of this positive cycle, and they can be had at any level and in any situation. They are also essential to a healthy workplace where trust and confidence flow. In our dislocated, hybrid workplaces, soft skills such as listening, empathy and curiosity are becoming increasingly important. As a support system: Access to neutral assessment and mediation as a norm, rather than a reaction to a crisis or a collapse of relationships.
